Becky Lees

Becky Lees

BPI Board Member

Director of LSO Live

Operational insight, creative judgment, relationship-building and problem-solving are all boardroom skills.

Operational insight, creative judgment, relationship-building and problem-solving are all boardroom skills.

What drew you to a board role?

I’d been involved with the BPI for several years through the Classical Committee, which gave me a real appreciation of how much thoughtful governance and advocacy shape outcomes for our part of the industry. When an opportunity arose for an independent label representative on the BPI Board, I put myself forward. I wasn’t successful the first time, but the experience made me even more determined — and when a vacancy opened again a couple of years later, I reapplied. That persistence paid off, and joining the board became an important extension of my commitment to ensuring that classical and independent voices are represented in national conversations about music. I’m delighted to have been re-elected this year.

What did you bring to the table?

My background in recording, rights management, and digital strategy meant that I approached the BPI Board role with an understanding of the unique challenges — and opportunities — faced by both classical and independent labels. Having spent years working closely with artists, orchestras, and international partners through LSO Live, I’m used to operating at the intersection of creative ambition, commercial realities, and long-term audience development.

What do you wish you had understood earlier?

Boards function best when there is genuine openness — both to new ideas and to acknowledging gaps. I also hadn’t fully appreciated, early on, how much of a board’s influence comes from shaping culture as much as strategy: building trust, encouraging transparency, and helping leaders feel supported while still being held accountable. That takes time, particularly to understand the make-up of the board and how it functions. I also hadn’t realised how long it can take to feel comfortable addressing the room and making your voice heard.

What advice would you give to women considering a board role?

My advice is to seek out people who already serve in these roles and ask them candidly about their experiences; most are very willing to demystify the process. And don’t underestimate the value of the work you already do: operational insight, creative judgment, relationship-building and problem-solving are all boardroom skills, even if they’re not labelled as such in your day-to-day job.

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