We sat down for an exclusive interview with co-CEO’s Pavlos Christodoulou and Adèle Reeves. Boundless Theatre are relaunching their Advisory Group made up of 15–25-year-olds as a key part of their mission to create access to theatre and arts for under 26-year-olds.
- How does having two co-leaders reflect the values of collaboration and inclusivity that Boundless aims to embed across its work with young creatives?
Adèle: Working together means we’re constantly checking in, sharing responsibility, and making sure no one’s gatekeeping information, everything is out in the open.
In the way that we work, we’re not held tightly by the traditional Executive or Creative Director role confines. Instead, we deeply value each other’s skills and perspectives, allowing us to collaboratively operate beyond siloed job descriptions. This dynamic not only strengthens our decision-making but models the way of working we hope to share across our organisation.
Sharing leadership helps to remove ego from the equation. Wins and failures are collective, and so is the responsibility of strategy and vision. This structure reflects a belief that power can and should be shared, and we actively let that belief ripple into every part of our programming and strategy.
Pav: For us transparency is a core part of how we work, and working together as Co-CEOs requires that we are transparent not just in delegating tasks but also in articulating our why. At the beginning of any new venture we talk about the why and the process we will use. Holding ourselves to account about being transparent about those processes between each other helps us to understand our priorities and work truly together. We can then also communicate this with the young creatives that we work with and model how we might collaborate effectively without holding and gatekeeping information and power. We also believe that no one person can be everything, and that is exemplified not just in our approach but the very structure of the organisation.
- How are you redefining care-centered leadership to ensure both artistic ambition and sustainable support for emerging talent?
Pav: It has to start internally. adrienne maree brown talks about Fractal practice, that what happens at the smallest scale should be the same as what happens at the largest scale. We use the phrase ‘everything is everything’, meaning that if we make exceptions around care or how we hold space in any of our programs, it’s a threat to the whole. This means we begin by practicing care in the team, in our interactions with artists in one on one chats, in our producing meetings and in our program delivery. Right now is a really difficult time for everyone, and that means that the people starting out are faced with more barriers than normal. As well as doing work to dismantle some of these barriers where we can, we work hard to cultivate a practice that is full of care and emphasises a person centred rather than career centred approach.
Adèle: For us, care-centred leadership means choosing people over pace. We never pursue a project at the expense of our team’s wellbeing, and we’re deeply committed to moving at a speed that allows for reflection, growth, and inclusion.
We lead with the belief that artistic ambition flourishes best in a supportive, flexible environment, where young creatives are paid fairly, heard clearly, and encouraged to advocate for their own needs. If we can’t create those conditions, we ask if the project is worth doing at all.
We’re also big believers in meeting people where they’re at. That means embracing flexible working, scaffolding ambition, and creating space for learning – ours included. Care is the foundation of how we lead, create, and build a future for emerging talent.
- What role will Croydon and its local community play in shaping the next chapter of Boundless Theatre’s identity and programming?
Pav: Croydon is essential for us. We have always thought of ourselves as a national and international organisation, but our work begins in Croydon, and we are always asking of our program how it can serve young people in Croydon. We want to work like a local organisation but be able to bring that energy and curiosity to work wherever we are, in a multi local approach. We also recognise Croydon is huge, and right now we are focusing on building links within a mile of our base, as well as investigating how we might show up on Croydon high street. And there is a lot more to Croydon than that. Croydon is our mothership, our incubator and our first love.
Adèle: Croydon is Boundless’ home, and that’s an intentional choice. While we remain committed to working nationally and in multi-local contexts, being rooted in Croydon means actively investing in the creativity and energy that already exists here.
There’s so much talent in Croydon that deserves more support and visibility. We see part of our role as sharing resources and building platforms alongside the young people here.
At the same time, we’re excited to foster moments of exchange between young people in Croydon and those across the UK and internationally. That kind of cross-pollination is a key part of our mission.
We know we have a lot to learn from the borough and its communities, and we’re committed to building a relationship that’s reciprocal and rooted in care.
- How are you ensuring that young people aren’t just included in decision-making, but are actively leading and shaping Boundless’ future?
Adèle: Young people are central to how we think, plan and lead. We create space for them at every level of the organisation, from our advisory group and wider team to the board.
We’re intentional about not pulling the ladder up behind us. That means supporting young people to develop sustainable skills, building long-term relationships and creating opportunities for growth. We focus on repeat engagement, not parachuting in and out of communities, and we aim to build work that leaves a legacy.
We don’t just want to simply invite youth voice into the room. We truly want to listen and amplify these voices without reshaping them to fit any preconceived ideas or agendas.
Pav: Me and Beth (our current young leader) talk about the need to leave gaps in programming if you want to genuinely collaborate. That community comes from shared responsibility, and that people feel connected when they think it would be different/ a problem if they didn’t show up. So for us, ensuring young people are actually leading is about creating areas in our program and strategy that require them, where if they aren’t there nothing will happen, and then supporting and scaffolding them in filling that gap. It takes a lot of time and energy, it’s definitely not the most efficient way to work, and it also uses up our limited capacity as a team. But this is our work, our mission and our values. We prioritise mentoring and co-design over delivering the largest possible number of outputs. We’d rather work slower, at the speed of trust, and support young people to lead and shape our future than move fast and break things (in the words of silicon valley). Because for us we’ve seen time and time again how the collateral damage for approaches that worry more about scale and shininess are the very young people the projects are supposed to be designed by and serve.
- In what ways are programmes like Accelerator and the reimagined Drama Club evolving to better meet the needs of early-career artists today?
Pav: We are thinking a lot about how to support people in a more holistic way. The pipeline/career ladder grindset model does a lot of harm to young creatives. We want to create spaces that support young creatives to be creative first, which feel increasingly rare as opportunities. So much of what it means to be an artist is to have the ability to notice things others don’t, and that requires permission to slow down and to be present. Making that accessible means giving people structural and financial support, and it is our job to convince funders and stakeholders of the importance of that work. With the drama club in particular, we also recognise how much isolation there is amongst our creative community, and we hope to continue to make spaces where people can build deep and meaningful connections. In the long term it’s not about young creatives being connected to Boundless, we are a part of their journey, and we hope that through their time engaging with us we can help seed deep work and connections that will last beyond us.
Adèle: We’re making space for young artists to lead and grow within our programmes. That means really listening, giving more creative freedom, and removing financial barriers wherever we can.
Through our Associate Programme Director role, The Boundless Drama Club is now led by a young person from the community it’s designed for, because young people know what they need, and we trust that. We’re also moving away from projects that always need a polished end result, and instead making time for play and connection.
Accelerator and other projects are built to flex and evolve, depending on what participants need. At the heart of it all, we’re trying to create space that feels supportive and collaborative – especially in today’s tough industry landscape.
- How will your different backgrounds in creative and strategic leadership work in tandem to challenge traditional structures and widen access to the arts?
Adèle: Our different experiences are a real strength. I come from a more organisational background, while Pav holds a more holistic and project-led perspective. That contrast pushes us to constantly question our assumptions. We often approach things from completely different angles, but find that we land on the same core values, keeping us grounded.
We’re also always learning from each other. I grew up in rural Scotland, Pav in South London, and those life experiences shape how we see the world and the sector. There’s something really energising about that exchange.
It feels like we’re building a model of leadership that’s uniquely ours, not based on a rigid definition of what executives are supposed to. That mindset runs through our whole team and programming. We keep asking who’s not in the room that should be and how to open up more space for others to lead alongside us.
Pav: I think me and Adele complement each other because in some ways we have had really different experiences of the industry and where we grew up, but in our values and the things we care about most we are really aligned. I grew up in south London and I’ve had a really squiggly and freelance career, which has included working in facilitating, directing, teaching at drama schools, coaching and running my own theatre company. But it’s also involved hospitality and escape rooms, admin and finance part time roles and lots of other odds and ends jobs. I think that having been in precarious employment for a long time informs a lot of my thinking around the material support young creatives need to be able to be creative. I also talk a lot about thresholds, I grew up round the corner from an arts centre I now love, but didn’t go there until someone from Uni took me. I never knew I could sit and work in the National Theatre for free, or that there were loads of free activities for me all over London. I thought I had to dress up fancy to go to the theatre or maybe they wouldn’t let me in. In this role (and in the years prior) I make a point of crossing those thresholds with young people, permissioning them to occupy those spaces as a starting point to their having influence over them.