HOW WE WORK
At THE LAST GREAT HUNT, we believe that the way we make our work should be reflected in how we run our company — bold, imaginative, and deeply collaborative.
In 2024, we restructured the way we operate. We have moved away from traditional hierarchies and towards a circular model that centres shared leadership, distributes responsibility, and embeds creativity across all areas of the organisation.
Our operations now mirror our creative process - open, collaborative, and grounded in trust.
CIRCLES NOT PYRAMIDS
Our work is held within Circles with interconnected teams responsible for different parts of the company. These include Vision & Culture, The Art, People Matters, Finance, Compliance, Prospecting (how we fund the Hunt) and the Clubhouse (our name for operations because we want it to feel human, not bureaucratic).
Each Circle brings together people with different skills and perspectives. Decisions are made through conversation, with transparency and care. We prioritise listening, collaboration, and trust, not job titles.
We’re not interested in replicating corporate models that don’t serve us. We’re building something more adaptable, more inclusive, and more aligned with who we are as artists and people.
We call ourselves Hunters because we are always seeking new stories, new ways of seeing, and new ways of working. The curiosity and flexibility that drive our art now shapes our day-to-day operations too.
There’s no General Manager, no Artistic Director, no CEO. Instead, the direction of the company is held collectively by the Vision & Culture Circle which is made up of all five of our Core Artists and the Core Operations team. Together, we shape the company’s direction, hold the big picture, and lead strategic thinking.
We share accountability across the organisation, which means we also share in the successes and challenges. We work together to imagine solutions, support one another, and make decisions that are grounded in our values.
SHAPING THE HUNT
WHY WE MADE THE CHANGE
The traditional models of leadership where strategy sits with a single executive or board don’t reflect the way we create work, or the future we want to help shape. Those models centralise power, dilute creative vision, and often leave individuals overwhelmed or siloed.
We’ve reimagined strategy as something that lives across the company. It is no longer handed down, but shaped together. By holding strategy collectively, we can stay nimble and responsive, ready to act on new ideas and emerging opportunities. We believe that creativity thrives when decision-making is collaborative.
THE IMPACT
We’re seeing the impact of this shift with deeper trust, better systems, and a more sustainable way of working. It’s helped us stay grounded and creative, even in uncertain times.
This structure is alive and is growing and adapting as we are. We are seeing that the possibilities open up when you structure an organisation where power is shared, creativity is centred, and everyone has a voice.