'EP' has a broad meaning to those in Advertising production. It works for some, but confuses others. It's become somewhat of a catch-all, with its meaning shifting depending on the company, context, and sometimes the individual.
After years in the industry and countless collaborations, I think I've found the three superpowers that the best EPs have.
The Three Pillars of an Effective Executive Producer
1️⃣ Entrepreneurial Spirit
A great advertising EP brings:
An extensive network of contacts built on mutual respect.
Willingness to actively network and help build the business.
The ability to display gravitas and expertise when dealing with senior stakeholders.
Business acumen that balances creative vision with commercial realities.
A strategic mindset that can identify new opportunities and partnerships.
The entrepreneurial EP doesn't just manage projects—they create possibilities. They're the ones making connections between seemingly disparate worlds, identifying market gaps, and bringing together the right people to fill them.
I once worked with an EP who transformed a modest idea around some non-existent tech - and turned it into a multi-platform TVC campaign, experience and documentary with a budget of millions. He/she leveraged relationships and the trust they'd cultivated over years. When a client mentioned a tight budget, rather than scaling back ambitions, this EP worked with the creatives and strategists as partners and found sound reasons to expand the scope instead. The project smashed the target ROI for client, and won at Cannes Lions. This didn't happen by accident—it came from years of relationship building and maintaining a reputation for delivering mutual value. This also didn't happen because of "sales".
Entrepreneurial EPs are skilled at spotting industry trends before they become mainstream. They're reading industry publications, attending diverse events (not just advertising ones), and constantly connecting dots between cultural movements and potential creative approaches. This foresight allows them to position their teams ahead of the curve, deliver value and impact for their companies and clients AND gives them a spring in their step after a job well done.
2️⃣ Talent Allyship
This dimension requires:
Deep understanding of how to evolve creative careers and visions (whether for directors or creatives or strategists)
Strong cultural antenna, refined artistic tastes, and cutting-edge frames of reference.
The ability to speak the language of creatives while translating business needs.
A talent for identifying and nurturing emerging creators.
Skills in mediating between creative vision and practical constraints
The talent ally doesn't just sign talent—they develop it. They understand the unique pressures creative professionals face and can provide both the support and challenges needed for their growth.
The best EPs I've known function as true creative collaborators, not just managers. They understand a director's unique visual language or a creative's conceptual approach at a profound level. This understanding extends beyond a single project—they see how each opportunity fits into the broader arc of that talent's career development. They also understand how this vision can work for the paying client - even within the most tricky of conflicting agendas - this person can smooth a path to success.
For emerging talent, a good EP serves as both champion and guide. They'll fight to get newcomers opportunities while also providing the candid feedback necessary for growth. They know when to shield creative talent and when to push back constructively.
Creative work is deeply personal, and navigating the vulnerabilities and egos involved demands sensitivity and diplomacy. The EP who masters this dimension builds loyalty that future proofs their careers.
3️⃣ Production Mileage
This foundation demands:
Deep understanding of how a project is built and executed from concept to delivery.
Not necessarily line production experience, but certainly a robust understanding of what the money gets you.
Keen interest in Heads of Department, partners, and suppliers—and who to involve in what project.
The ability to anticipate problems before they arise.
A practical perspective that keeps projects grounded in reality.
The production-savvy EP doesn't just approve budgets—they understand the implications of every line item. They know when to push for more resources and when to find creative solutions within constraints.
Production Knowledge isn't just about knowing how to put together a crew or manage a set—although those skills certainly help. It's about understanding the cascading consequences of creative and logistical decisions throughout job.
A production-minded EP recognises that a seemingly simple change in art direction might require an extra day of set building, which impacts not just the budget but the availability of key talent, location and indeed the client. They understand when a director's request for a specific cinematographer is worth accommodating despite scheduling challenges because of the unique visual approach that partnership will bring.
This dimension also encompasses a deep understanding of post-production. As content delivery becomes increasingly complex—with versions needed for multiple platforms, in various formats, with different technical specifications—the EP understands this ecosystem can structure production processes to efficiently address these requirements from the outset.
Career Paths: Not Always a Linear Progression
This three-dimensional role means that an EP can come from all sorts of backgrounds and career journeys. The diversity of routes to this position is one of its strengths, bringing fresh perspectives to the role.
There's no straight line to an EP
The Many Roads to EP
Some of the most effective EPs have all sorts of career stories:
Former agency producers who understand the client-agency dynamic intimately, who love to harness their industry network and know exactly what a budget buys you.
Line producers who developed business acumen and creative appreciation through years of hands-on experience, they have gravitas, creative vision and are "hustlers" who enjoy using their creative energy to support creatives and business directors.
Directors reps/Heads of Sales who've got peerless relationships within the agency and beyond, proof of building creative and directorial careers and a deep understanding of the logistics and challenges of practical line producing.
Each background brings different strengths and potential blind spots to the EP role. What unites successful EPs isn't their origin story, but their commitment to them developing the 3 pillars above.
A Word of Caution
I'm finding that some producers see "EP" as the automatic next step after being a producer for a while. It's becoming the default aspiration for some in producer roles and I'm not sure that's useful for everyone.
It might be... but do make sure that you really want to offer all 3 elements. That YOU will really thrive with all 3 elements.
The Danger of Title Chasing
I've witnessed talented, accomplished and experienced producers pursue EP roles simply because they felt it was the expected progression—only to find themselves frustrated and unfulfilled. The skills that made them exceptional producers didn't automatically translate to them thriving in talent development or business growth.
Likewise, I've seen brilliant Head of Sales, move into EP positions and struggle with the financial and logistical complexities of production and the relentless reactivity needed. Their ability to identify and nurture creative talent didn't balance with the production expertise needed to bring ambitious visions to life within real-world constraints.
I certainly don't want to discourage anyone, but do encourage consideration of what truly constitutes advancement for you personally.
If you are happier in one or two of these elements, what's wrong with progressing sideways? Specialisation can be a powerful career strategy. That's a great job in the right setting and with the right people. Being the best in class as a Senior producer - that's pretty great from where I'm sitting.
Understood, but I definitely want to be an EP!
Meanwhile, for those who aspire to the EP role—with eyes wide open about its multidimensional demands—how can you develop the necessary capabilities to help you secure tha role?
Entrepreneurial Development
Seek opportunities to participate in pitches and new business development
Build your network intentionally, not just within production but across adjacent industries
Develop financial literacy beyond production budgeting to understand business models and how to run a P&L
Practice articulating the value of creative approaches in business terms.
Find mentors who excel at the business side of production
Talent Allyship Growth
Immerse yourself in diverse creative communities and cultural events
Practice giving constructive feedback that genuinely helps creatives improve their work
Study the career trajectories of successful EPs, company founders and senior Production Leaders to understand career development patterns
Develop your own creative taste and point of view. Learn how to articulate that.
Build relationships with emerging talent before they become established.
Line Production Expertise Expansion
Seek varied production experiences across different formats, budgets, and approaches
Develop relationships with Heads of Production to understand their challenges and processes
Stay current with changing production technologies and methodologies, plus regulatory updates.
Build expertise in post-production and delivery workflows
Final Thoughts
My advice is don't default to EP just because you think it's more senior... it's a different job... make sure it's one you really enjoy.
The EP role isn't inherently "better" than other production roles—it's simply different. It requires a specific combination of skills and interests. The best EPs I've known genuinely love all three aspects of the role; they thrive on the varied challenges each dimension brings.
What matters most isn't the title on your LinkedIn profile but finding a role that aligns with your strengths and passions. Sometimes, that means becoming an EP. Sometimes it means growing your existing position in a way that capitalises on what you do best.
What's your experience? Have you seen the EP role evolve in your corner of the industry? Have you found alternative paths that better suited your strengths? I'd love to hear your thoughts in the comments.