Inside BRS co-leadership, dynamics, innovation and business development in 2025
A year after our last chat with BRS co-leaders Judith Hoch and Brendan Shelper, we get the full scoop on how their evolving approach to leadership, innovation, and business development drives the studio forward.
By Judith Hoch and Brendan Shelper
Rethinking the concept of leadership in co-leadership
models.
It’s been a year since your last interview. What’s one belief about leadership you’ve completely changed your mind on?
JH: A year ago, we believed our leadership role was to provide clear direction and ensure the team had a structured path forward. We now realise that the most effective leadership often comes from creating space for positive impulses.
BS: Some of our biggest breakthroughs have come from situations where we didn’t have the full picture or a clear plan, just the right people, mindset, and confidence to navigate the unknown together. Leadership isn’t about certainty but enabling your team to thrive in ambiguity.
For example, we’ve invested in our digital storytelling, motion design, deck design services, and architecture and spatial design teams. We’ve also added Account Management for some core clients and new creative team members, all to deliver better end-to-end offerings for our clients.
This was as much due to demand as our preparation for the unknown, so we felt quite safe making those additions to the organisation.
Navigating challenging leadership decisions in uncertain times.
With economic and political shifts disrupting industries, what’s the most challenging leadership decision you’ve had to make recently?
BS: The hardest decisions are always the ones that impact our team directly. With rising costs and market volatility, we had to re-evaluate how we structure our projects, whether to scale up, lean down, or pivot. The toughest call was delaying a major expansion into a new market. It wasn’t easy because we had momentum, but after analysing the risks and our already full calendar for 2025, we realised that a strategic pause would allow us to build more resilience. It was a difficult but necessary decision that ultimately positioned us for smarter long-term growth.
When shared risk-taking fuels innovation through co-leadership.
Share a BTS moment when co-leadership pushed BRS to take a risk that either paid off significantly or backfired.
BS: We’ve taken our fair share of calculated risks, but one that stands out was a major pitch for a global project we did in 2022. We decided to throw out the standard approach completely. We went in on a full event design with a new visualisation software, a radically difficult venue that was heritage protected, etc. We knew it was bold, but we agreed it was worth a chance. Not only did we win the project, but it also set a new benchmark for how we innovate at BRS.
JH: We’re making continuous leadership decisions in tandem, sometimes split; other times, we finish each other’s sentences. I’m happy to say we have rarely made big decisions we regretted or that backfired; most of our risks are calculated, and most of the time, they pay off substantially.
The lesson is that fear is the biggest blocker for most unsung successes. If you don’t have someone to share that fear with you, I can understand how many would never jump into the murky swamp water. Together, you only need to carry 50% of that fear, making the journey so much lighter. Of course, once you’re in the midst of the process, you realise it was never as bad as you thought.
Staying sharp in the era of AI.
AI and constant disruption, how do you both divide responsibilities to keep BRS relevant and ahead of the competition?
BS: When it comes to AI and automation, we actively experiment with new tools while keeping a human-first approach. We’ve divided responsibilities in a way that allows us to test new technologies quickly without losing the essence of what makes our work unique. It’s a constant process of pushing forward while maintaining creative integrity.
At the speed of things, you have to look at new tools and adjust on a monthly/weekly basis. This also demands that the whole team follow trends and opportunities, so we have regular touchpoints on AI.
The strategic risk that changed BRS’s business development strategy.
What’s one move you’ve made in the last few years that felt risky at the time but now you wish you’d undertaken sooner?
JH: Investing further in our mid-level management teams. We used to rely heavily on other partner production companies to help us realise more demanding events, which we still do, but most of what we do now is in-house: architecture, spatial design, content management, etc.
It felt like a big shift at the time, but now I wish we’d done it two years earlier. It’s changed how we invent, design, and execute ideas for our clients who want something more unique than an agency structure.
Designing a workflow that aligns with contemporary co-leadership and creative teams.
Hybrid work isn’t new anymore, yet many companies still haven’t cracked the code. What’s working for BRS in maintaining high creative energy across remote and in-person teams globally?
JH: We’ve stopped trying to replicate the in-office experience remotely. Instead, we’ve built our model around how people actually work best. That means structured in-person moments for high-energy collaboration and trust-based flexibility for remote work.
Something that is very important as a base for a company that works internationally, as we are often not in the same place or time zone.
We also put a lot of effort into keeping creativity alive across digital spaces, whether through virtual brainstorming, live creative sprints, or simply making space for spontaneous conversations that aren’t just about deadlines.
The quiet power of authentic leadership that inspires innovation.
What’s one piece of leadership advice you swear by but some people get completely wrong?
“Lead by example” is often misunderstood. Many think it means working the hardest or being the most visible, but real leadership isn’t about being in the spotlight but enabling others to thrive. The best leaders I know aren’t the loudest voices in the room; they’re the ones who create the conditions for their team to do their best work.
A year later, BRS continues to evolve, innovate, and challenge the traditional leadership playbook. Through strategic risks, a strong co-leadership approach, and a commitment to creativity, Judith and Brendan have built a model that embraces uncertainty and adapts in real time.
