You know what everyone sees when they look at Atlanta’s film industry? Tyler Perry Studios. Trilith. The Marvel movies. That $2.6 billion in production spending during fiscal year 2024.
But here’s what they’re missing: the scramble to find executives who can actually run these operations during one of the most uncertain periods the industry has ever faced.
Think about it. Georgia hosted 273 productions between July 2023 and June 2024. That’s massive. But behind every one of those productions, someone needs to manage multi-million dollar facilities, coordinate hundreds of crew members, optimize tax incentives, and somehow keep the lights on when production spending drops from $4.4 billion to $2.6 billion in just two years.
Those someones? They’re really hard to find.
When Growth Happens Too Fast
Here’s something that sounds impressive until you really think about it: since the film tax incentive was revised in 2008, stage space increased from 45,000 square feet in 2010 to more than 4.5 million in 2024.
That’s not growth. That’s an explosion.
Georgia’s now second in the United States for stage space. Major facilities like Tyler Perry Studios, Trilith Studios, Assembly Atlanta, and Lionsgate Studios Atlanta combine for 4.4 million square feet of soundstage space across the state.
“The infrastructure development in Atlanta has created unprecedented opportunities for executive talent,” said Jim Hickey, President Managing Partner at Perpetual Talent Solutions, Atlanta headhunters. “We’re seeing production companies seeking not just creative executives, but also operational leaders who understand the complexities of managing multi-million dollar facilities and coordinating large-scale productions in a competitive market.”
But—and this is the part that keeps recruiters up at night—you can’t just scale leadership the way you scale square footage.
The state built the Georgia Film Academy for workforce development. The Georgia Film Office maintains a comprehensive locations database. The ecosystem supports nearly 60,000 jobs statewide, with over 5,000 technicians and crew members in metro Atlanta alone. Average wages are well above state medians.
All of that infrastructure needs sophisticated leadership to actually work. And that skilled workforce? Someone needs to manage them, develop them, keep them productive during the good times and employed during the downturns.
The Market Shifted (And It Happened Fast)
Look, Georgia’s still ranked number one for film production by Business Facilities Magazine. That’s great. But the numbers tell a more complicated story.
Major studio feature films dropped from 31 to 25. Independent films went from 55 to 30. Television productions? Down from 241 to 166.
That’s not a minor adjustment. That’s a contraction.
“The contraction has fundamentally changed what production companies are looking for in their executive teams,” Hickey explained. “There’s a premium on leaders who have successfully navigated downturns, optimized budgets without sacrificing quality, and maintained strategic partnerships during uncertain times. Companies need executives who can do more with less while positioning for the anticipated rebound.”
And here’s the kicker: productions are increasingly relocating to Canada and Europe for financial incentives and lower labor costs. So now executives need to understand not just Georgia’s competitive advantages, but also international productions, tax incentive optimization, and multi-jurisdictional operations.
The job description just keeps getting longer.
Jobs That Didn’t Exist Five Years Ago
“We’re recruiting for positions that didn’t exist five years ago,” said Hickey.
Think about what that means. Companies need Chief Content Officers who understand algorithm-driven audience preferences. Vice Presidents of Production who can manage virtual production technology. CFOs who specialize in entertainment tax credits and incentive programs.
The rise of streaming platforms changed everything. Content distribution isn’t what it was. Executives need to understand both traditional theatrical releases and digital-first content strategies simultaneously.
Maybe it’s just me, but I find it kind of wild that we’re expecting people to master all of this while navigating an industry contraction at the same time.
Studio executives must also figure out how to maintain occupancy rates when bookings are lower than peak years. Companies like Trilith Studios launched content divisions just to ensure consistent facility utilization. That requires executives with entrepreneurial vision and serious risk management capabilities.
“The skill sets required have become highly specialized, making traditional recruitment approaches insufficient,” Hickey noted.
Where the Best Candidates Actually Are
Here’s the thing about recruiting top executives for film production: the best ones aren’t looking.
“They’re currently leading successful operations in Los Angeles, New York, or internationally,” Hickey noted. “Our approach involves relationship-building over years, not months, to understand career trajectories and identify when executives might be receptive to opportunities in Atlanta’s market.”
You can’t just post a job description and hope someone amazing applies. It doesn’t work that way.
The pitch isn’t just about the role. It’s about the region’s growth potential and quality of life advantages. It’s about showing executives why leaving LA or New York for Atlanta makes sense for their career trajectory.
And compensation packages have gotten increasingly sophisticated. Equity positions. Profit participation. Performance incentives tied to facility utilization rates or project greenlight success. Recruitment firms have to structure competitive offers that account for cost-of-living differences while highlighting career advancement opportunities in a rapidly growing market.
Honestly, it’s become a chess game. A long, strategic chess game where relationships matter more than job postings.
Playing the Long Game
Industry experts anticipate production activity will increase by late 2025. Georgia’s planning investments of nearly $3 billion for 2024-2027 to expand stage space to 7 million square feet by the end of 2025. That could create an additional 15,400 jobs with $5.7 billion in economic impact.
Those are big numbers. But here’s what Hickey said that really stuck with me:
“The companies making strategic executive hires now will be positioned to capitalize on the recovery. Forward-thinking organizations are building leadership teams during the downturn, knowing that when production volume rebounds, having experienced executives already in place will provide a significant competitive advantage. This is about playing the long game in talent acquisition.”
Playing the long game. During a downturn. While competitors cut costs and wait for things to get better.
That takes conviction. And honestly? It’s probably the smartest strategy out there.
What’s Really Coming Next
Look, the future of executive search in Atlanta’s film industry isn’t going to be about finding someone with traditional production experience anymore. It’s about finding leaders who demonstrate adaptability, technological proficiency, and proven crisis management capabilities.
Artificial intelligence. Virtual production. Changing audience consumption patterns. All of it’s happening at once.
The executives who can navigate these transitions while maintaining creative excellence? They’ll be in highest demand. And they’re probably not actively looking for jobs right now.
As Georgia celebrates 50 years of the Georgia Film Office, the region’s continued prominence doesn’t just depend on sound stages and tax incentives. It depends on the quality of leadership guiding these operations through transformation.
For production companies and studios in the Hollywood of the South, securing that leadership talent isn’t just important. It’s the critical factor in long-term success.
And right now? Most companies are approaching it all wrong.
They’re treating executive recruitment like a transactional HR function. Post the job. Interview candidates. Make an offer. Hope it works out.
But the specialized recruitment firms who really understand this industry—the ones building relationships over years, understanding career trajectories, knowing when executives might be receptive to opportunities—they’re the ones placing the leaders who’ll shape the next chapter of Atlanta’s entertainment industry.
Because at the end of the day, you can have all the sound stages in the world. You can have the best tax incentives. The most talented crew members.
But without executives who can lead through uncertainty, manage complexity, and position for the future?
None of it matters.
