Curtis Scott Dunn Email and Phone Number

Completed renovations and opened a new art gallery in Wilmerding PA

Department head in charge of all stage and touring operations ($3,000,000 annual production budget), supervising up to 80 union stage crew and various numbers of non-union personnelSupervised Associate Production Manager and Production Stage Manager and five union department headsSuccessfully negotiated contracts with IATSE Stagehands and Wardrobe personnelMember of Senior Staff - in cooperation with other senior staff, executive and artistic directors and board, established overall direction of organizationRe-evaluated existing production inventory, directed acquisition and build of new ballet productions, and led associated scenic and costume rental business, negotiated acquisition of new warehousing spaceConceived, negotiated, and effected the acquisition of a new outdoor mobile stage. Team leader for a new outdoor arts festival in Pittsburgh, premiered September 2020.

Administrator of the Center for Cultural Analysis, Rutgers British Studies Center, Rutgers English Diversity Institute, and Rutgers Seminar in the History of the BookPrimarily responsible for realizing constituent programs’ missions, Directors’ visions, and university-level organizational priorities, setting policy and protocol for constituents, and managing the public‘s experience of the programs.Delegated responsibility and authority to act on behalf of the programs to staff. Evaluated staff performance in achieving goals, set evaluation criteria, and provided guidance and direction. Handled payroll (for staff and fellows), visas (for international scholars), and project support for constituents.Communicated vision to chain-of command, prepared financial and executive reports to various levels of governance, defended or advocated for initiatives/actions in pursuit of the programs’ missions. Provided guided insight to unit, departmental, and university-level governance based on institutional priorities - ROI, cost-management, needs of archival preservation, and effective use of personnel.Devised, prepared, managed and tracked budgets for multiple programs, providing insight and guidance to Directors in preparation of funding requests, and principally responsible for accurately estimating costs relating to initiatives, detailing fund/expense relationships (e.g. state funds, endowment funds, funds sourced from constituent groups).Originated and led administrative development of two new programs – the Rutgers British Studies Center, and the Rutgers English Diversity Institute.

Responsible for all event production, architectural operations, finance activity, and day-to-day management of a nationally known lighting design firmSupervised office staff and employees of the entertainment division; contracted and supervised electrical firms retained for architectural projects, ensuring quality control and timely completion of contractsPrimary programmer/instructor for Vantage Controls portion of architectural divisionAs primary procurement officer, negotiated vendor/supplier contracts on behalf of the firmPart of team responsible for designing marketing and brand identity; subsequently responsible for company-wide implementation of marketing and brand positioning efforts, redesigned marketing materials, website and print media brand identityProduced trade shows and multi-city tours for corporate clienteleSuccessfully overhauled billing and purchasing systems, utilizing new software package, Connected 5

Supervised the Finance, Operations, and Production Departments; the senior staff member entrusted with executive responsibility. Worked in close cooperation with a consultant supervising Development and Marketing.General Management, including short and long-range budgeting, tour management, hiring and supervision of technical and office personnel, production and logisticsManaged $2,000,000+ annual artistic and production budgetNegotiated and administered venue, designer and artist contracts for 2001-2005 seasonsDirectly responsible for all production elements of five fully staged operas and several world premieresRe-designed organizational budget, expense tracking, and accountability systemsDesigned and implemented a database and physical asset storage system for organization’s video and audio archival storage, with accompanying data recordsIdentified and implemented new fundraising/contact management/calendaring database for organization (Third Sector Software’s Mission Maestro)

Founded company as a part-time venture, expanded in five years to a staff of ten full-time employees with equipment assets of $500,000, and annual sales of $750,000Responsible for overall direction of company, recruitment of a staff of ten employees, marketing, sales, client relations, and production/rental operations.Negotiated and closed strategic acquisition of a competitor, Essential Productions, in 1999Sold company in May 2001

Responsible for planning, execution, and operational oversight of four theatre, 600+ event seasonSenior staff position - approved all production departmental budgets Supervised staff of six full-time and two hundred casual employeesResponsible for negotiating IATSE contracts, space rental contracts, and artist production riders for all presented events