Bossing It: Good Oil's George Mackenzie (as seen by Nick Payne)
After gaining a bachelor of arts majoring in religious studies, George Mackenzie turned his back on theology and answered an even higher calling. So began his vocation in the advertising industry.
Baptised at Silverscreen Auckland, Mackenzie developed a passion for editing and post-production which led him to a producing role at VTR London. In 1999 he returned to Sydney to manage Oktobor.
During the 2000’s George worked at some of Australia's best-known post and production shops, including the LaB Sydney, as general manager at Independent Films, and as executive producer at Fin Design + Effects. George was The Sweet Shop's regional managing director, overseeing the Asia Pacific and MENA regions. He moved back to Auckland in 2011. That same year he collected an AXIS award for Best Production Company. He then moved on to Robber's Dog in 2012.
His efforts have been recognised at ADFEST, Cannes, D&AD, One Show, Spikes, AWARD & Axis. He served on the LIA, Spikes, AWARD, and AXIS in craft and film juries. Then as ADFEST Craft Jury President in 2012. In 2018 George joined Good Oil.
Nick Payne has been the go-to guy at Good Oil since 2018. Beginning as the in-house runner, he rose up the ranks from production assistant to writer and finally stepped into the role of head of emerging talent in early 2023.
In addition to his behind-the-scenes work, Nick flexed his creative muscles as a freelance contributor at Vogue and GQ Australia. Recently, he was the executive producer of an Aria Award-winning music video. Nick is now on a mission to support up-and-coming directors, helping them break into the commercial industry.
LBB> What experience or moment gave you your biggest lesson in leadership?
Nick> For George, this lesson came recently. The power of delegation. Which is why I’m writing this instead of big G. But George has always known the power of giving an answer, even if it isn’t the right one. So I’m going to take a leaf out of his book for this interview, channel my inner Mackenzie, and give it a red hot go.
LBB> Did you know you always wanted to take on a leadership role?
Nick> George came to the commercial production industry through the window, not the front door (by window I mean studies of religion). So I don’t think he ever aspired to leadership - quiet contemplation and a well-hemmed cassock maybe. But there’s no doubt George has it in him. I think he happened upon leadership, first at The Sweet Shop, then Robbers Dog and now at Good Oil - where he’s been for the last six years.
LBB> When it comes to 'leadership' as a skill, how much do you think is a natural part of personality, how much can be taught and learned?
Nick> All natural. Some leaders tug you along by a collar and others you just want to follow. He’s the latter, one of those people who steers you with charm. We used to work together quite closely on treatments, and he was so good at creating a fun and collaborative environment.
Hierarchy is important for getting things done, but you don't want to ‘feel’ it too much when you’re being creative. Whether it’s for me, the DA team, or our directors, George naturally creates space for people to feel heard and bring their skills to the table.
And he’s fun.
Definitely can’t teach that.
LBB> What are the aspects of leadership that you find most personally challenging? And how do you work through them?
Nick> My feeling from George would be that it’s balancing conflicting wants and needs. Whether it be from different teams at Good Oil, clients and agencies, or suppliers. There are a lot of stakeholders in what we do, from pitching all the way through to post, and keeping everyone happy while fighting for the best result is tricky. George works through it by trying to keep everyone happy while fighting for the best result.
LBB> In terms of leadership and openness, what’s your approach there? Do you think it’s important to be as transparent as possible in the service of being authentic? Or is there a value in being careful and considered?
Nick> Openness and transparency are much more George’s style. There’s definitely value in being careful, but honesty and authenticity light the way for big G.
LBB> As you developed your leadership skills did you have a mentor, if so who were/are they and what have you learned? And on the flip side, do you mentor any aspiring leaders and how do you approach that relationship?
Nick> I won’t speak to George’s mentor partly because I don’t know and partly because I don’t like to think of him as a young man. He’s perfect just as he is. But George is a great mentor to aspiring leaders (myself included). I’m not sure if he’s aware of it or not, but I think his approach comes down to timing. He always seems to know when to step in, suggest something, or just let things play out and see where you land.
Like any good safety net, he doesn’t micromanage the fall.
LBB> In continually changing market circumstances, how do you cope with the responsibility of leading a team through difficult waters?
Nick> He acknowledges that things might be a bit rough at the minute, keeps the mood light, and keeps things moving.
LBB> And how have you managed to keep it alive with increases in remote and hybrid working patterns?
Nick> Company culture is pretty key for Good Oil, and there are lots of lifers on the staff who can attest to that. George has done an amazing job of bringing that same feeling to the New Zealand office, which he opened 6 years ago. The directors are always around working creating, the edit suites are always full, and there’s always something good for lunch. A big part of that is George’s presence and leadership.
