A top gun in his own right

Brad Hurndell CMInstD sat in a movie theatre watching Top Gun: Maverick and, like everyone, joined Tom Cruise in the cockpit as a jet-fighter pilot defying the laws of gravity and aerodynamics.

But Hurndell’s experience was heightened and it was real. Two years ago, the hi-tech camera designer flew in the two-seater jets used for the acrobatic and high-speed testing for the stabilised camera system that would be used.

Hurndell and his team at Shotover Systems had developed a custom nose-mounted camera system allowing the producers to film at higher speeds and G loadings than cinema cameras had ever been able to be used before.

“I was lucky enough to go and do the test flights. It was absolutely amazing. It was scary and thrilling and exciting, all at the same time,” he says. “The whole experience of watching the movie was so much greater because I was aware of how they captured the images, and where the filming aircraft were.”

Hurndell is already an Academy Award winner (scientific and engineering in 2018) for his work on K1, a gyrostabilised, helicopter-mounted camera system used in hundreds of blockbuster movies, such as James Bond, Star Wars, Guardian of the Galaxy Vol 2, Dunkirk, Jurassic Park: Fallen Kingdom, Captain Marvel, Joker, Fast & Furious . . .

“These camera systems for TV and motion pictures go on boats, helicopters, planes – anything that shakes around. We stabilise the camera mechanically so you don’t lose any resolution, which is key for viewing on large screens and adding CGI.”

Hurndell, the CEO, left Shotover nine months ago to set up his own company, Immortal Camera Systems, to pursue his love of bespoke design work and allow himself to further his governance career.

“I decided to build my own company based around unique and bespoke design solutions for motion picture and TV. Traditionally, companies serving this market have transitioned and moved into other markets over the course of a decade or more, but I have a passion for this industry.

“There is so much happening in this space, so much innovation, technology and development around multi-camera arrays, high-resolution cameras and equipment. It is an opportunity to build some amazing and interesting products.”

He is a big believer and investor in the Kiwi can-do attitude – ‘Yeah, I’ll have a crack at that’ and ‘I think I can do that’. His new products are already at work in a movie at the moment but he can’t say what it is.

Call of governance 

With Hurndell’s accomplishments – and all those movie credits – another role beckoned. “About six years ago, I started as a board member for Film Otago Southland, a not-for-profit trust looking to grow the local industry and raise awareness of our film-friendly locations in the region. It was a good fit for me and an entry point into getting into governance. I wanted to add some value to the local industry with the connections I have.”

Hurndell, who was named the Institute of Directors’ Otago Southland branch emerging director for 2021, is now chair of Film Otago Southland and has had to navigate through the Covid-19 pandemic.

“It was a difficult time with borders closed.It was impossible to bring in certain talent and crew so it meant there were a lot of productions that simply couldn’t get filmed here. Local crew had very little work.

“We are now seeing a recovery with lots of inquiries and projects coming back, but it is still in the ramping process. We are doing work around training and increasing crew on the ground, also the availability of studios and the projects themselves.”

As chair of a not-for-profit, Hurndell says funding is one of their biggest challenges. “It’s always tricky. We get excellent support from local councils, Great South and the Southern Institute of Technology, which is invaluable. Being able to deliver year-on-year and implement long-term strategies is always challenging when funding is not guaranteed. We are always trying to juggle and manage resources.”

Sometimes, that means rolling up his sleeves and “getting his hands dirty”, especially with a collective that he also chairs – Mainland Angel Investors. The collective of local investors helps fund start-ups and companies in the region.

“There is a little bit of hands-on governance,” he says. “I’m still supplying that high-level governance but, as an angel investor, it’s also about getting in and getting your hands dirty. And how I can help share wisdom or experience, rather than just giving them money.

“The goal with angel investing is we actually give them smart capital, where the investors themselves can be useful and help de-risk and grow the project. Sometimes for NFPs and smaller entities, the ‘eyes in, hands out’ mantra can be harder to manage. People know they need governance but they need resources and for people to roll up their sleeves and make things happen.

“It’s not quite like some of your more traditional board roles where you really are ‘eyes in and hands out’. For me, there is a need to get involved and understand how things work and meet the people. Getting to ground level is much more fulfilling and interesting.”

Although there is a place for both types of governance, he says the last thing you want to do is take over.

“That’s not the goal. If you are helping and it is well-received, then that is valuable – even if you are just helping host evenings or organising the drinks,” says Hurndell, who has just been appointed to the Skyline International Luge board.