100 Great Films, 100 Good Films and 100 For Which I Should Be Shot. The legendary studiohead with seven Best Picture Oscars under his belt takes us behind Hollywood's velvet rope with an authoritative, inside history of the movie industry from the 1960s on.

"A revealing glimpse into the mind of the studio executive."

Autorentext

Mike Medavoy started his career in the mailroom of Universal Studios. He became a talent agent at age twenty-four, Joined United Artists, went on to co-found Orion Pictures, and then became chairman of Sony's TriStar Pictures. In 1994, he formed Phoenix Pictures.

Klappentext

"If I had a talent for anything, it was a talent for knowing who was talented." Mike Medavoy is a Hollywood rarity: a studio executive who, though never far from controversy, has remained well loved and respected through four decades of moviemaking. What further sets him apart is his role in bringing to the screen some of the most acclaimed Oscar-winning films of our time: Apocalypse Now, One Flew Over the Cuckoo's Nest, Amadeus, The Silence of the Lambs, Philadelphia, and Sleepless in Seattle are just some of the projects he green-lighted at United Artists, Orion, TriStar, his own Phoenix Pictures. "The ultimate lose-lose situation for a studio executive: to wind up with a commercial bomb and a bad movie." Of course, there are the box office disasters, and the films, as Medavoy says, "for which I should be shot." They, too, have a place in his fascinating memoir -- a pull-no-punches account of financial and political maneuvering, and of working with the industry's brightest star power, including Steven Spielberg, Martin Scorsese, Francis Ford Coppola, Kevin Costner, Robert De Niro, Jodie Foster, Sharon Stone, Michael Douglas, Meg Ryan, and countless others. "Putting together the elements of a film is a succession of best guesses." Medavoy speaks out on how movie studio buyouts have stymied the creative process and brought an end to the "hands-off" golden age of filmmaking. An eyewitness to Hollywood history in the making, he gives a powerful and poignant view of the past and future of a world he knows intimately.

Zusammenfassung
“An under-read and engaging show-biz memoir.” –The New Yorker

"If I had a talent for anything, it was a talent for knowing who was talented."
Mike Medavoy is a Hollywood rarity: a studio executive who, though never far from controversy, has remained well loved and respected through four decades of moviemaking. What further sets him apart is his role in bringing to the screen some of the most acclaimed Oscar-winning films of our time: Apocalypse Now, One Flew Over the Cuckoo's Nest, Amadeus, The Silence of the Lambs, Philadelphia, and Sleepless in Seattle are just some of the projects he green-lighted at United Artists, Orion, TriStar, his own Phoenix Pictures.
"The ultimate lose-lose situation for a studio executive: to wind up with a commercial bomb and a bad movie."
Of course, there are the box office disasters, and the films, as Medavoy says, "for which I should be shot." They, too, have a place in his fascinating memoir -- a pull-no-punches account of financial and political maneuvering, and of working with the industry's brightest star power, including Steven Spielberg, Martin Scorsese, Francis Ford Coppola, Kevin Costner, Robert De Niro, Jodie Foster, Sharon Stone, Michael Douglas, Meg Ryan, and countless others.
"Putting together the elements of a film is a succession of best guesses."
Medavoy speaks out on how movie studio buyouts have stymied the creative process and brought an end to the "hands-off" golden age of filmmaking. An eyewitness to Hollywood history in the making, he gives a powerful and poignant view of the past and future of a world he knows intimately.

Leseprobe
Chapter One: Making Sausage

Until I got my first Hollywood job in the mail room of Universal Studios, I had no idea what an "agent" was, let alone that the formative years of my career would be spent agenting. Yet it was my agency days that established a network from which my entire career expanded. Working as an agent taught me how to talk to filmmakers, how to put together movies, and how to deal with strong personalities. Getting films made was like watching sausage be produced: the finished product was great but the process of putting it together was often messy.

But it's not what goes into a movie that's important; it's what comes out on the screen.

You're gonna have a hard time in this business as a Morris," Bill Robinson told me when he hired me to be an agent at his agency. "You got a middle name?"

"Mike," I told him. I was never crazy about my first name anyway. Besides, I had nothing to do with my naming.

"Mike...Medavoy," he repeated. "That works."

When Bill Robinson offered me a job as an agent, I was working in the Universal casting department, a job I had been given either because the studio figured I had paid my dues in the mail room, or because too much mail was getting lost. During my days at Universal, I was plagued with insecurities about whether I could actually get a real job in the movie business. Besides, Robinson's offer was also $25 a week more than I was making at Universal. The Robinson client list was composed of luminaries from old Hollywood that had fueled my imagination as a kid: Lloyd Nolan, Keenan Wynn, Van Heflin, and Barry Sullivan. Over the years, I ended up representing many of my childhood idols, including George Sanders, Wendell Corey, Jeanne Moreau, and George Cukor. These were old-timers who knew how to be treated, and they taught me how to get what they needed. But I found out that being an agent was an education into all areas of the business.

I knew from reading everyone's memos in the Universal mail room that the golden rule of Hollywood was relationships are the cornerstone of the business. One of the first things I did when I became an agent was to make a list of everybody I wanted to meet in the business. Most acquaintances are made at social functions and not by cold-calling like a telemarketer offering a free chimney sweep. However, since I didn't know anyone in power at the time, I didn't expect any of the industry's players to invite me to their parties. My sales pitch was simple: I would get them on the phone, introduce myself, and say that I just wanted to drop by and meet them. Then, after each meeting, I would send them a thank-you note and cross them off my list.

Once I called Otto Preminger, introduced myself, and asked if I could come by. When I arrived, his secretary asked me if she could take my raincoat. I assured her that wouldn't be necessary because I wouldn't be staying long. She showed me into Preminger's office, which was all white. The carpet was white. The curtains were white. Even his desk was white. The only splash of color was a glass of red wine sitting on his desk.

Preminger stood up from his desk, and I walked across the room to meet him. When I reached his desk, I extended my arm to shake his hand, and the sleeve of my raincoat caught the glass of red wine, spilling it all over his white desk. As I stood there watching the wine drip onto the white carpet, he slowly turned beet red. I half expected him to belt me. After he calmed down and blotted the wine stain with his white handkerchief, we had a pleasant meeting. As I was leaving, I remember thinking that he'd always remember me as the klutz who stained his carpet with red wine.

Years later, Preminger got even with me when he made a turkey called Rosebud for UA.

A year after I started working for Bill, he came into my small office and told me that he couldn't afford to pay me. We then made a handshake deal that, in lieu of a salary, I would get 50 percent of the 10 percent commission on any business I brought in. (Up to this point, I had…