After eight years focusing on the visitor experience at the Field Museum, I moved roles to one that focused specifically on the quantitative analysis of attendance and revenue, providing actionable insights, and projecting ticket sales for budgeting purposes.• Projecting attendance and admissions revenue based on multi-layered data model and consultation with audience segment experts.• Projecting of audience patterns within the museum, detecting potential process improvements and capacity issues.• Development of timely, business-focus, data-driven reports and the Field_Data website to archive them on.• Reporting on membership sales, segmenting by level, geography, and other significant factor.• Responsibility for major reports focusing on audience experience and demographics, presenting findings institution-wide.• Comprehensive analysis of audience trends in various geographic areas, evaluating marketing KPIs against plan and the competition.• Daily use of business intelligence tools to analyze and visualize visitation, feedback, and survey data.• Use of Python to manage data assets, quality control, and create workarounds for software limitations.• Managing and monitoring of SQL database of all ticketing information, and other datasources.• Key member of post-COVID reopening strategy team, involving redesigning ticketing, membership, and other audience-facing operations, and re-projecting visitor numbers• Key member of new ticketing system integration team as the Museum deploys a major software upgrade and moves to Acme ticketing.

Part of a larger Marketing Research team with the goal to provide a more systematic, integrated approach to understanding current audiences, my role as Data Analyst, Audience Insights & Research was responsible for the qualitative analysis of the visitor experience.• Projecting attendance and admissions revenue based on multi-layered data model and consultation with audience segment experts.• Projecting of audience patterns within the museum, detecting potential process improvements and capacity issues.• Development of timely, business-focus, data-driven reports and the Field_Data website to archive them on.• Reporting on membership sales, segmenting by level, geography, and other significant factor.• Responsibility for major reports focusing on audience experience and demographics, presenting findings institution-wide.• Comprehensive analysis of audience trends in various geographic areas, evaluating marketing KPIs against plan and the competition.• Daily use of business intelligence tools to analyze and visualize visitation, feedback, and survey data.• Use of Python to manage data assets, quality control, and create workarounds for software limitations.• Managing and monitoring of SQL database of all ticketing information, and other datasources.• Key member of post-COVID reopening strategy team, involving redesigning ticketing, membership, and other audience-facing operations, and re-projecting visitor numbers• Key member of new ticketing system integration team as the Museum deploys a major software upgrade and moves to Acme ticketing.

After six years as Data Analyst & Budget Administrator for Visitor Services, I became a founding member of the newly created department of Management Information. This represented a move to centralize projecting, reporting, and price-control for all Museum revenue streams, with me a key member of this new team.• Projecting revenue streams such as admissions, membership, and retail on which to base operating budgets.• Using Python, SQL, and rigorous machine learning techniques to mine and manipulate datasets and produce predictive statistics.• Communication of analytical results to non-technical audiences, to promote cultural change, and data-driven decision making.• Creation and management of consolidated reporting system for all Museum revenue streams, and Marketing.• Research, evaluation and implementation of large software projects, including ticketing/POS and Tableau.• Analysis and projection of traffic flow and volume after major building expansion project.• Creation and management of interface between ticketing system and general ledger/accounting system.

After working for two years as Lobby Manager, I became responsible for three main fields of activity at the heart of the department’s operations: Data Collection & Analysis, Project Management and Budget Control.• Overseeing all the Museum’s data collection systems pertaining to audience attendance & revenue.• Chiefly responsible for managing 9 distinct budgets from the departmental budget to the mailroom. • Use of relational databases and descriptive statistics to analyze data.• Design and management of the Museum’s internal statistics website, MoMA.data.• Projecting future attendance and revenue for the Museum’s forward planning.• Creation of scheduling systems to handle day-to-day activities of 200-300 staff members.• Designing systems such as lecturer scheduling, inventory management & staff attendance recording.• Administration of accounts of numerous Tour Operators and vendors such as NYPass and Citypass.• Computer training for department staff.• Latterly, training and oversight of Cash Control and Operations Manager.

Re-opened in November 2004, the Museum of Modern Art expanded its exhibition and public spaces to more than twice its previous size. It remains one of the premier art museums of the US. The Visitor Services department is responsible for all interaction with the public; ticket sales, information and crowd management.As Lobby Manager I was responsible for:• Developing many of the operating systems for 2004 re-opening of Taniguchi building.• Scheduling, management and training of a staff of between 30 and 40 assistants.• Accounting for and reporting on all daily attendance and revenue from visitors.• Administrating the ticketing system for a large number of events and ticket categories.• Customer care from ticket sales and crowd control to conflict resolution and complaints.• Hiring and evaluation of staff and assisting with payroll and staff attendance records.

The Fruitmarket Gallery is Scotland’s premier visual art space; publicly funded but independent, it has hosted exhibitions of international artists such as Jeff Koons, Shirin Neshat, Kiki Smith, and Louise Bourgeois whilst also showcasing emerging Scottish talent.As Front of House Manager I was responsible for:• The day-to-day operation of the gallery space including operating a large variety of equipment.• The administration and sales for what was Scotland’s only bookstore dedicated to the visual arts. • Managing the distribution and sales of the gallery’s publications program.• Management of staff and a range of databases, stock control systems, and mailing lists.

The Fruitmarket Gallery is Scotland’s premier visual art space; publicly funded but independent, it has hosted exhibitions of international artists such as Jeff Koons, Shirin Neshat, Kiki Smith, and Louise Bourgeois whilst also showcasing emerging Scottish talent.As Gallery Assistant I was responsible for:- Monitoring the gallery and it's visitors.- Conducting exhibition tours.- Working at the Bookstore and Reception Desk

The Scottish Sculpture Trust acted as a negotiating agent for public art programs, chaired the forum of Scotland’s 3 sculpture workshops, and published the quarterly art journal ‘Matters’.As Development Assistant I was responsible for:• Maintaining and updating the database and mailing list.• Surveying members and chairing focus groups derived from the 3 sculpture workshops.• Compiling the listing and opportunities section of the magazine and selling advertising space.

After Glasgow School of Art, a fellow graduate and I organised 20 others into a co-operative to form Glasgow Independent Studios. It exists still to provide studio and exhibition space to around 35 artists.As Director I was responsible for:• Forming the Studios into a limited company with charitable status. • Collecting rent and managing the company’s bank account.• Organizing 3 exhibitions of studio members’ work.