Sarah Drummond and The Five Core Values of LS Productions

Sarah Drummond is a BAFTA award-winning producer with over 30 years’ experience working across commercials, film, and high-end content. She is managing director and executive producer at LS Productions, where she leads the company’s UK and international operations and oversees production teams across its global outreach.

During her tenure, LS Productions has built a reputation for premium production and creative ambition, delivering award-winning work for leading brands and global talent including DIOR, Nike, Harry Styles, Zendaya, Harrison Ford, and Cristiano Ronaldo.

Alongside commercial production, Sarah has driven the company’s move into original content with the launch of LS Films, developing inclusive and culturally driven stories across documentary and drama. The label’s first feature documentary, ‘Irvine Welsh: Reality Is Not Enough’, closed the Edinburgh International Film Festival, signalling LS’s growing presence in long-form storytelling and branded content.

Sarah sat down with LBB to discuss the many lessons she learnt running Scotland’s largest post-production company, the weight of leadership, and her commitment to mentoring the next generation.

LBB> What was your first experience of leadership?

Sarah> I ran Scotland’s largest post-production company in my early twenties as a facilities manager. I started on reception at 18 and worked my way up. I was very much an accidental manager, thrown into leadership without formal training.

Looking back, it taught me a lot about what not to do. At the time, I thought leadership was about who shouted the loudest. I was bossy and impatient, habits I’ve had to unlearn. I came to realise that mistakes are where the best lessons live, and that being the loudest doesn’t make you right. I made friends for life during that period, and it was an amazing experience that gave me, and many others, huge opportunities. But I was young and carried a lot of responsibility without proper guidance.

LBB> How did you figure out what kind of leader you wanted to be, or didn’t want to be?

Sarah> I learned from the leaders around me, both inspiring and ego-driven. The ones who took time to listen, nurture, and lead with kindness were the people I wanted to emulate, although it took me a while to recognise that.

At LS Productions, we have a simple core value, ‘don’t be a dick’. It’s blunt, but it underpins everything. I knew I didn’t want to lead through fear. I wanted to create an environment where people felt safe to make mistakes, because without room for things to go wrong, people can’t grow.

LBB> What moment gave you your biggest lesson in leadership?

Sarah> The first time we had to make redundancies at LS was a massive turning point. I took every one to heart. I cried, worried about people’s rent and mortgages, and carried the emotional weight home with me. My family could see the toll it was taking. I confused caring about people with being responsible for saving everyone. I learned that, to protect the wider team and the business, tough decisions sometimes have to be made. What matters is handling those situations with care and compassion, without drowning in blame or shame, as long as you know you’ve done everything in your power.

LBB> Did you always want to be a leader?

Sarah> In hindsight, yes. I’ve always had a drive that doesn’t let me stand still. I left school at 15 with no formal qualifications and worked full-time in retail before finding my way into the industry through a two-year YTS in video production back in 1992! That shop-floor mentality stayed with me. My personality naturally leans towards guiding and nurturing. Being dyslexic is my secret weapon. I tend to see patterns and problems others don’t, which leads to strong, instinctive problem-solving. I’m constantly pushing myself and the business forward because I hate standing still.

LBB> How much of leadership is natural, and how much can be taught?

Sarah> I’d say it’s 50/50. You need a baseline of empathy, curiosity, and drive. The execution is learned, how you communicate, how you listen, and how you make decisions. My biggest learned shift has been moving from listening to reply to listening to understand. I used to think I had to have answers immediately. Now I know that hiring people with skills and perspectives I don’t have makes me a stronger leader, not a weaker one.

LBB> What do you find most challenging about leadership?

Sarah> The loneliness. You can’t be everyone’s friend. As you move up, you’re no longer a peer; you’re the boss, and that requires professional distance. In junior leadership roles, that transition was particularly tough. You have to be approachable and kind while still holding boundaries and making difficult calls.

LBB> Have you ever felt like you’ve failed while in charge?

Sarah> All the time. Every leader fails. Some just don’t admit it. One of our values is ‘learning always’, and we live by it. I regularly reflect on meetings, decisions, or communications and think, ‘Why did I say that?’ or ‘Why did I make that choice?’ If you reflect, learn, and move forward, failure isn’t a negative. It’s a marker for growth.

LBB> What is your approach to openness as a leader?

Sarah> I wear my heart on my sleeve. I’m open and transparent, although I’ve learned that balance is key. Authenticity matters, but so does being the steady hand on the wheel. My journey at LS has taken me from senior producer to head of production, executive producer, and now managing director. Moving from fixing everything yourself to leading others to solve problems was a huge shift. I’m still fighting the instinct to keep everyone happy. I’m a peacekeeper by nature, but I’ve learned that healthy conflict can lead to better outcomes.

LBB> Did you have mentors, and do you mentor others?

Sarah> Mentoring has been invaluable to me, both as a mentee and a mentor. I’ve been supported by incredible people throughout my career, and I want to pass that on. I mentor new entrants and emerging producers, and I’ve worked with Creative Mentor Network, WFTV, and the Glasgow Film Festival. I’m also chair of Screen Education Edinburgh, a film education charity creating opportunities for underrepresented young people across Scotland. Through Vistage , I have ongoing executive coaching and peer support, which is a real win for learning and perspective.

LBB> How do you cope with leading through difficult market conditions?

Sarah> Honestly, it’s hard, but the rewards outweigh the tough days. Seeing people you’ve guided grow, thrive, and create brilliant work is the best feeling. In the current climate, the toughest since covid, leading with authenticity, being honest about challenges, and staying kind are vital. A clear strategy helps everyone understand shared responsibility. I also learned, far too late, that it’s not all on me. Delegation and guidance are just as important as doing.

LBB> How have you prioritised diversity and inclusion?

Sarah> At LS, we focus on diversity across cast, crew, and internal teams. Under LS Films, all productions have had a 50 percent diversity split across race, socio-economic background, or gender. As a working-class woman leading a female-led business, I know how important it is to create genuine pathways. I worry the industry treats DEI as a trend rather than a commitment, but we stay true to our values. An industry accessible to all should be the baseline, not the aspiration.

LBB> How important is company culture to success?

Sarah> Culture is everything. It’s the heartbeat of the business. We live by five core values:

• Don’t Be a Dick
• Learning Always
• Creative at Heart
• Shit Hot
• People, People

They aren’t just words on a wall. We use them to measure decisions, successes, and mistakes. Keeping culture alive in a hybrid world takes intention. The one I always return to most is ‘don’t be a dick’ as the world is tough enough without making it harder for others.

LBB> What resources have helped you most on your leadership journey?

Sarah> The most valuable resource has been Vistage, a peer advisory group for CEOs and senior leaders. I’ve been part of my group for over five years, and it’s been a lifeline. Meeting monthly with leaders from completely different sectors has shown me that, no matter the industry, the challenges are the same. People, profit, and process. It’s also been a powerful reminder that the best leaders keep learning, keep listening, and don’t try to do it all on their own.