Expertise + Work History

PROFILE
Arts Management Executive who combines a broad understanding of visual, performing, and media arts with expert skill in conceptualizing, producing, and presenting cultural projects for diverse audiences. A proven leader committed to programmatic innovation, strategic collaboration, and financial discipline.

  • Knowledgeable about a wide range of arts practices, with an extensive network of industry contacts.

  • Experienced with institutional positioning, external relations, communications, and fund development.

  • Successful in building and strengthening entities in startup, growth, turnaround, and transitional stages.

EXPERIENCE
Santa Cruz Museum of Art & History (MAH) | Santa Cruz, California | 2020–Present
Executive Director. Chief executive for one of the nation’s most creative and forward-thinking community museums with an operating budget of $2.5M. Responsible for providing vision, leadership, and management expertise in the areas of program development, financial planning, fundraising, operations, and marketing.

Key achievements include: articulating a holistic program narrative to maximize earned and contributed revenue; forwarding an ambitious and inclusive curatorial agenda; strengthening infrastructure and policy frameworks; creating a robust fundraising strategy to engage new and legacy supporters; and navigating the institution through the pandemic and during a time of extraordinary change. Specific outcomes:

  • Secured $3M+ in new grant funding, and built and maintained a six-figure pipeline of grant prospects.

  • Led 45% average year-over-year growth in individual giving and overhauled annual fund initiatives, netting gains in revenue, new and recaptured donors, retention rates, average gift size, and number of gifts.

  • Doubled paid attendance, tripled digital engagement, and increased museum visibility overall through dynamic exhibitions, large-scale public installations, and compelling content, experiences, and campaigns.

  • Expanded tech-forward offerings including interactive and immersive mediums and platforms, online exhibitions, virtual events, collections digitization, distance learning tools, and e-membership options.

  • Launched two biennial multi-arts festivals and a new work commissioning and residency program.

  • Restructured operations for maximum savings and efficiency, retired debt, and re-established reserves.

Park City Municipal Corporation | Park City, Utah | 2019–2020
 Arts & Culture Development Advisor (contract). Consultant for Park City’s forthcoming $65M cultural district, a major mixed-use project created in partnership with the City, Kimball Art Center, and Sundance Institute. Focus included program design, activation strategy, operational and governance planning, and communications.

Breckenridge Creative Arts (BCA) | Breckenridge, Colorado | 2014–2019
President & CEO. Founding president and chief executive officer for a new nonprofit organization developed by the Town of Breckenridge with an operating budget of $3M. BCA oversees a portfolio of cultural assets, including multiple visual and performing arts venues and a public art collection. Key achievements include:

  • Delivered innovative and diverse programming. Conceived and produced a series of festivals and exhibitions, including the Breckenridge International Festival of Arts and WAVE: Light + Water + Sound; developed a year-round presenting program featuring performing arts, lectures, and films; opened and activated the new $10M Breckenridge Arts District campus; designed an artist residency program focused on social and environmental impact work; and introduced a wider, more coherent public art strategy.

  • Enhanced the profile and reputation of Breckenridge. Developed a brand identity, positioning strategy, and marketing-communications program for BCA; oversaw media and public relations strategy, including all planning, messaging, and content generation; and strengthened alliances with partners in the travel and tourism industry, receiving statewide recognition from the Colorado Governor’s Office, Colorado Tourism Office, and Colorado Office of Economic Development & International Trade.

  • Increased community engagement and impact. Supported accessibility efforts through free events, affordable pricing policies, scholarship opportunities, and a broad demographic reach; collaborated with local artists, organizations, and businesses on mission-aligned initiatives; created public ownership and enfranchisement in BCA through membership programs, volunteer opportunities, and partnerships; and deepened the relevance, benefit, and value of programs and services to residents and guests.

  • Developed organizational capacity and capabilities. Established and implemented required infrastructure for BCA as a start-up nonprofit including: incorporating the organization; defining vision, mission, and values; developing bylaws and governance structure; providing financial leadership in budgeting, reporting, and cash management; establishing administrative and operational policies and procedures; and instituting industry best practices, including the introduction of a new cross-organizational ticketing and e-commerce platform and the development of resident company agreements.

  • Built a sustainable, fiscally-responsible organization. Secured a three-year, renewable commitment from the municipality to provide an annual $2M+ grant to support BCA; increased earned revenue by 200% within two years; implemented a strategic plan; received multiple five- and six-figure NEA awards and foundation gifts; built up cash reserves by achieving operating surpluses for five consecutive years; and established a capital improvement plan to address aging infrastructure and systems maintenance.

Ann Arbor Summer Festival | Ann Arbor, Michigan | 2004–2014
Executive & Artistic Director. Chief executive for one of the country’s leading multidisciplinary performing arts festivals with an operating budget of $1.5M. Responsible for strategic leadership, administrative oversight, and operational management of the organization. Key achievements include:

  • Increased revenue. Diversified the organization’s funding base, which included: increasing annual individual contributions by 150%; introducing a multi-year giving society; implementing a planned giving program and establishing an endowment fund; spearheading a successful two-year event relocation campaign; launching a suggested donation initiative; increasing local, state, and federal financial support; and presenting the highest-grossing ticket sales seasons in the festival’s history.

  • Enhanced programs. Produced a three-week season featuring a progressive mix of music, dance, comedy, film, street arts, and family entertainment; introduced dozens of national and international artists to the market; launched new festival programs, including a variety of site-specific performances, interactive installations, and open-air spectacles; and presented over 100 scheduled events each season at venues and public spaces across town to over 75K people per year.

  • Renewed identity. Implemented a comprehensive brand overhaul and integrated marketing initiative to build greater visibility for the organization, which included: clarifying and strengthening vision and key messages; designing a new identity system, website, and framework for collateral; revamping sponsorship program that led to signing multiple five- and six-figure sponsors; increasing annual attendance by diversifying programs; and improving awareness, relevance, and response from target audiences.

  • Improved infrastructure. Developed and managed multiple strategic plans; updated organizational bylaws, policies, and other governing documents; established board term limits and diversified board composition; upgraded financial systems, information technology, and human resources; and retooled staffing and management structure to improve organizational efficiency and effectiveness.

Midland Center for the Arts | Midland, Michigan | 2002–2004
Managing Director, Music Society. Member of senior management team for one of the largest visual and performing arts centers in Michigan with an operating budget of $7M. Responsible for providing operational, financial, and administrative oversight to the activities of this member group.

  • Programming: Led staff in the areas of project planning, artistic development, and program growth.

  • Marketing: Planned subscription and single ticket campaigns; oversaw design and execution of collateral materials; developed marketing plans; cultivated and grew audience base.

  • Development: Created a comprehensive fundraising program, including annual fund, sponsorship, corporate and foundation activities, and special events.

Ordway Center for the Performing Arts |  Saint Paul, Minnesota | 1997–2001
Programming Manager. Managed all programming, ranging from Broadway tours to music, dance, and family entertainment, at the largest performing arts center in Minnesota with an operating budget of $14M. Duties included: identifying and booking artists and productions; negotiating fees and deal structures; creating show estimates; ensuring contract execution and fulfillment; handling artist and management relations; overseeing event settlements; and developing partnerships to extend programs and audiences.

For self-produced and original theatricals, duties included casting; contracting creative, performing, and production personnel; working with unions to negotiate labor agreements; providing general management support; and serving as production associate for Ordway-produced national tours of large-scale musicals.

EARLY CAREER | EDUCATION
Began career in administrative support positions with several high-profile New York entertainment companies, including Jim Henson Productions and BBC Lionheart Television. Gained valuable experience in development, production, licensing, marketing, and worldwide distribution, while also establishing many industry contacts.

  • Hamline University, Saint Paul, B.A., Theatre Arts, 1989

  • Milwaukee Repertory Theater, Internship, 1989–1990

  • Commercial Theater Institute, NYC, Intensive Program, 1997

RELATED QUALIFICATIONS

  • Ability to energize and motivate board, staff, volunteers, and other stakeholders

  • Politically savvy and comfortable with broad-based constituencies

  • Understanding of and commitment to DEIA principles and practices

  • Skilled in the management of people, organizational culture, and change

  • Entrepreneurial; personable; good sense of humor

AWARDS | APPOINTMENTS | AFFILIATIONS
Colorado Governor’s Tourism Award, Breckenridge Creative Arts, 2016
Board Member and Secretary, Ann Arbor Arts Alliance, 2007–2010
Speaker/Panelist: Association of Performing Arts Professionals, Colorado Creative Industries, Mid Atlantic Arts Foundation, Minnesota State Arts Board, National Endowment for the Arts