Exciting additions to the programme of LFF SCREEN TALKS include Robert Eggers (The Witch, The Lighthouse and Nosferatu) and Javier Bardem (Jamón Jamón, No Country for Old Men, Cape Fear). 

A talk that leaves no trace is difficult to prove. You can list a conference on a CV, but a line of text is weak evidence that you spoke well, held a room, or explained something clearly. A recording is stronger. It shows the actual delivery, the material, and the audience response in a form that a curator, an assessor, or a client can verify in minutes. For professionals who build a reputation through public work, recordings turn claimed experience into documented practice.

This checklist covers the practical side of capturing talks and workshops as usable evidence, from planning before the event to storing and describing the material afterwards. It applies to conference sessions, meetups, guest lectures, and internal workshops alike. The aim is a small, well-organised archive that proves what you have done and makes it easy for others to check.

Equity valuation understandably occupies considerable attention during a fundraising transaction, yet headline share price rarely indicates whether a founding team and an institutional backer will collaborate effectively under stress. The resulting working relationship governs board dynamics, subsequent financing terms, senior recruitment, commercial strategy, and uncomfortable crisis management across multiple years. Before executing binding investment instruments, founders must investigate how prospective investors think, what informal obligations accompany their capital, and how they behave when commercial milestones slip.

Partnership alignment does not demand unyielding agreement on every tactical matter. An effective institutional director should challenge strategic assumptions and provide independent critical perspective. The objective is to establish whether commercial time horizons, financial incentives, and governance styles are compatible enough to sustain transparent discussion, robust oversight, and decisive intervention when operating conditions deteriorate.

A workshop is not a lecture with a longer title. The two formats ask for different skills and produce different results. A lecture transfers information; a workshop changes what people can do. When you teach a room of experienced professionals, most of them already know the theory you might be tempted to explain. What they want is the chance to practise a method, try a tool, or work through a problem with guidance nearby.

This guide is for experts who are invited to run a workshop, whether for a company, a professional body, a university programme, or a conference. It sets out a practical method for designing and delivering a session that sends people away with a new capability rather than a set of slides they will never open again.