Case Study:

Using Script Coverage to Get Name Talent.

Script to Screen

Fusion's Open Call For TV Projects is a Push for Diverse Voices.

Case Study

When To Say No To A Film Festival

Case Study

The Full Costs and Income of an Indie Film

The Production / Filmmakers Toolkit

Documents, Templates and Resources for Every Phase of Production.


PRODUCTION TIPS: Your January & February 2018 Calendar for Film Festivals, Screenplay Contests, Fellowships, Labs and Awards

The good people at Script Reader Pro have just made your life easier. 

Why is that you say? 

Because they've made your filmmaking life easier to manage this year with their calendar of all the major upcoming screenwriting contests (orange), awards (blue), festivals (green), fellowships and labs (yellow) in 2018.

Like Yogi Berra says, “If you don't know where you are going, you'll end up someplace else.” 

Tuesday, January 2
 Palm Springs International Film Festival
 Hamptons Screenwriting Lab Late Deadline
Wednesday, January 3
 Palm Springs International Film Festival
Thursday, January 4
 Palm Springs International Film Festival
Friday, January 5
 Palm Springs International Film Festival
Saturday, January 6
 Palm Springs International Film Festival
 Chicago Independent Film Festival Regular Deadline
Sunday, January 7
 Palm Springs International Film Festival
 Golden Globe Awards
Monday, January 8
 Palm Springs International Film Festival
Tuesday, January 9
 Palm Springs International Film Festival
Wednesday, January 10
 Palm Springs International Film Festival
Thursday, January 11
 Palm Springs International Film Festival
Friday, January 12
 Palm Springs International Film Festival
 Nashville Film Festival Screenwriting Extended Competition Deadline
Saturday, January 13
 Palm Springs International Film Festival
Sunday, January 14
 Palm Springs International Film Festival
 Los Angeles FEEDBACK Film Festival Extended Deadline
Monday, January 15
 Palm Springs International Film Festival
 Writers Guild Awards
 Beverly Hills Film Festival Late Deadline
 Nantucket Film Festival Screenplay Competition Late Deadline
Thursday, January 18
 Sundance Film Festival
 Slamdance Film Festival
Friday, January 19
 Sundance Film Festival
 Slamdance Film Festival
Saturday, January 20
 Sundance Film Festival
 Slamdance Film Festival
 Producers Guild Awards
Sunday, January 21
 Sundance Film Festival
 Slamdance Film Festival
Monday, January 22
 Sundance Film Festival
 Slamdance Film Festival
Tuesday, January 23
 Sundance Film Festival
 Slamdance Film Festival
 Blow Up International Arthouse Film Fest Winter Deadline
 Women's Independent Film Festival Late Extended Deadline
Wednesday, January 24
 Sundance Film Festival
 Slamdance Film Festival
 International Film Festival Rotterdam (IFFR)
Thursday, January 25
 Sundance Film Festival
 Slamdance Film Festival
 International Film Festival Rotterdam (IFFR)
Friday, January 26
 Sundance Film Festival
 International Film Festival Rotterdam (IFFR)
Saturday, January 27
 Sundance Film Festival
 International Film Festival Rotterdam (IFFR)
Sunday, January 28
 Sundance Film Festival
 International Film Festival Rotterdam (IFFR)
Monday, January 29
 International Film Festival Rotterdam (IFFR)
 Outfest Screenwriting Lab Competition Late Deadline
Tuesday, January 30
 International Film Festival Rotterdam (IFFR)
Wednesday, January 31
 International Film Festival Rotterdam (IFFR)
 Canada International Film Festival Extended Deadline
 Write Brothers Screenplay Competition Extended Deadline
 Nickelodeon TV Writing Program Deadline
 Screencraft Screenwriting Fellowship Regular Deadline
WhenWednesday, Jan 31, 2018
Thursday, February 1
 International Film Festival Rotterdam (IFFR)
 BlueCat Screenplay Competition Regular Deadline
 Scriptapalooza Screenplay Competition Regular Deadline
 Stowe Story Lab Open for Applications
Friday, February 2
 International Film Festival Rotterdam (IFFR)
 London Independent Film Festival Regular Deadline
Saturday, February 3
 International Film Festival Rotterdam (IFFR)
Sunday, February 4
 International Film Festival Rotterdam (IFFR)
Monday, February 5
 CineStory Feature Retreat Regular Deadline
Tuesday, February 6
 Sundance Feature Film Creative Producing Lab & Fellowship Deadline
Saturday, February 10
 USC Libraries Scripter Award
Thursday, February 15
 Berlinale Film Festival (Germany)
 Brooklyn Film Festival Regular Deadline
 Creative World Awards Contest Late Deadline
 New York International Screenplay Awards - Late Deadline
Friday, February 16
 Berlinale Film Festival (Germany)
Saturday, February 17
 Berlinale Film Festival (Germany)
Sunday, February 18
 Berlinale Film Festival (Germany)
Monday, February 19
 Berlinale Film Festival (Germany)
Tuesday, February 20
 Berlinale Film Festival (Germany)
Wednesday, February 21
 Berlinale Film Festival (Germany)
Thursday, February 22
 Berlinale Film Festival (Germany)
Friday, February 23
 Berlinale Film Festival (Germany)
Saturday, February 24
 Berlinale Film Festival (Germany)
Sunday, February 25
 Berlinale Film Festival (Germany)


PRODUCTION JOURNAL: When you form a production company, FOCUS on what matters!

A decade or so ago, two of my filmmaker friends and I formed a production company.

The goal of the company was to produce two feature films back-to-back; one written and directed by one of my two friends, and one written and directed by me. The third friend had a line on $10,000 seed money and wanted to produce his first feature, after producing several short films and being involved in the Sundance community for several years.

We kept it simple, at first. We met at a Denny’s and set up an office in my 2-bedroom Los Feliz apartment with the main goal of getting name talent attached to our two scripts.

We decided to work on two films at once to put us ahead of the game in two key ways:

1) If we were known to be setting up a slate of films and a production company, rather than just setting up a single film, we'd be able to differentiate our company and our films from the scores of other filmmakers out there hoofing it to raise money for their single film.

and 2) two films would allow us to manage risk of loss and leverage our positions with potential cast and investors. That is, if we were trying to get two films going, and if name talent jumped aboard at least one of them, we'd be automatically in a good position to make the second one, as we would have gained significant "heat" by attaching a name actor to one of our films.

But despite our grand strategy, and despite being able to ultimately attach several smaller name actors to one of our films, we wasted a lot of time and energy doing a lot of pointless, business-y things that we thought were important at the time, but turned out not only to be not important, but incredibly wasteful of our precious time and scant financial and human resources.

A typical day at the Los Feliz office was:  We'd meet, agree on what we were pursuing for the day, as far as a single "action item," such as "Contact Steve Zahn's manager and see if you can get the script to him," then I would track down Steve Zahn's contact information, and then our lead phone guy, Roger, would be the guy who picked up the phone and called him.

That's pretty simplified, but you get the idea.

But another key ingredient in the mix:  we committed to the idea that if we didn't get name actors and raise the budgets within 3 months, we'd shoot both the films ourselves with skeleton crews and cheaper gear, splitting the rental costs and other costs between
the two films, getting the most bang for our buck.

And by giving ourselves that ultimatum, we had to pair the name-talent outreach campaign with a simultaneous "we're shooting in X months" preproduction campaign.  Which meant we had to start finding locations, securing rental deals for cameras and gear, casting actors, and everything else that goes into preproduction on a film. Two films, actually.

And this is where it began to go wrong.

Because we were overloaded, we brought in a couple of interns to help us with that day-to-day grunt work.

And it wasn't apparent at first, but because we'd brought in those two interns, who weren't exactly strangers, but weren't exactly close pals, we all felt like we had to "step up" and act more like a real business—a real production company.

Which meant whenever there was any downtime, we had to come up with busy work.

And soon, that busy work became the end-all-be-all of what we were doing.

We started having meetings to keep us on track and set goals, and because we wanted to make the interns feel like part of the team, we brought them into the meetings.

But even worse, in those meetings, we started talking about things like business card design and who should run the video camera at auditions.

As we descended into this busy-work death spiral, we said to ourselves "This is too much for just us three producers. We need to bring in someone to help with this stuff."

So we added a fourth producer to our production company.

Despite it all, this fourth producer was a valuable asset to have on the team.  He had a knack for quickly building his social circle, so we knew he'd be able to help bring aboard people that could help.  But the only problem was that, now, the topic had shifted even further away from the "get a name actor on our film" to "getting our production company name out there" and "designing our logo."

And then it got worse.

Because then we dived down a two-month rabbit hole as we planned a big launch party for our production company, deciding it was time to make a splash and let the film industry know we meant business.


Instead of calling actors and preparing for the possibility of shooting the 2 films with a microbudget, we were now worried about arbitrary things like:

-       How can we merge our personal emails lists onto one main Brooklyn Reptyle email list so we can invite everybody to the Launch Party? Should we use Excel? Will our internet provider allow us to send all these emails at once?

-       What should go on each of our business cards? ("Should I be 'Creative Director' or does that sound too pompous?" "How about I'm 'Executive VP In Charge of Production' and you're 'Executive VP In Charge of Finance'?")

-       What's the MP3 playlist for the party? Should it be contemporary? Classic? A mixture?

-       Should the party be invite-only?  Or open to friends of invitees?

The net result:  By July, we had ended up being miles away from that three-person "name-talent strike force" we started out as in February.

And because we had so many sundry mindless little "busywork" things to focus on, nobody was able to focus on anything.

And as a result, morale plummeted.

And when morale plummeted, the interns left. 

And when the interns left, we were overwhelmed with so much busy work left undone, we panicked and brought in a paid office assistant, despite the fact that none of us had any money.

She lasted a month and had to quit.

And it was at this point we lost Roger, our producer who was the main liaison to the name-talent we were pursuing, when he took on a film festival job.

So the name talent campaign was effectively over, and our two-film production slate was teetering on the edge of failure.  It was at that point we hit rock bottom, and had to "sober up," so to speak.

After a few weeks of reorganization and refocusing, we got back on the horse, deciding to make one of the films, Boppin' At The Glue Factory, come hell or high water, and name talent be damned.

We stuck to the basics and scrounged up a microbudget, threw together a cast and crew, and started rolling cameras within a few months.  Three basic business actions we took that led to success:

1) We divided up the work.  Put simply, everybody's jobs were overlapping.  As a result, a team member would do a lot of work (e.g. getting a printer script to a certain manager, or pricing out a location).  Once we divided up the work, we could assign specific tasks to each other, and the list of tasks would keep us on track and accountable to our teammates.

2) We stopped having daily meetings and moved to a weekly meeting.  In addition, the structure of the weekly meeting became tighter and more focused.  We set an agenda for each time we got together, and attacked each bullet point individually, minimizing chat and distraction, and stayed focused on end results.  We checked to see if each teammate achieved the tasks assigned to them on their task list. We brainstormed new ideas and new tasks within a set period of time, and if we went over, that was it.  We called the meetings "Tactical Strike Meetings," instead of the long, drawn-out "campaign" meetings we'd grown accustomed to, and the new urgency really helped. 

In one meeting, for example, we did a timed "angel investor brainstorm," where we each had two minutes to throw out the names of as many connected, or wealthy, or otherwise viable potential angel investors as we could, and the person who threw out the least amount of names had to buy lunch.

As a result of that meeting, we stumbled upon one name that we hadn't thought of before. That person ended up becoming our first angel investor, and "made it safe" for other investors to come aboard later, because they perceived our film as a viable, project due to that first investor.  It was now more than just a script and an idea. It was a moving train.

3) We got real about our chances of landing name talent, and refocused on actors that weren't necessarily on the "A List," but had large enough names to get people interested in the film, and to set our film apart from others. This refocusing let us see our casting in a new light, which opened the door for our first few great actors, such as Rance Howard, Conrad Roberts, and Mews Small, who not only fit the parts, but actually caused us to realize how small our thinking was when it came to each of the characters they played, as each of them brought in a whole new dimension of life and magic to their parts, which expanded our film's potential and entertainment value in a huge way. 

That film, Boppin' At The Glue Factory, is actually still making money on Amazon right now.

And, thankfully, our business cards are lost to history.

IMDB page of Boppin at the Glue Factory