Located on a wooded 180-acre campus in the Blue Ridge Mountains of western North Carolina the Brevard Music Center, now in its 87th season, is a premier orchestral and vocal summer training program and festival. Exceptionally gifted students, ages 14 through 28 come to the Music Center to study with members of an internationally distinguished artist faculty and with renowned guest artists. During the festival, Brevard Music Center faculty and students work together to present more than 80 performances to the public. The total audience each year numbers more than 40,000. Since 2007, the Artistic Director has been Keith Lockhart, conductor of the Boston Pops, Principal Conductor of the BBC Concert Orchestra. During tenure, Weinstein increased student body from 400 to 700, set multiple new box office records, tripled number of donors, nearly tripled annual donations, created and led two successful capital campaigns ( $13M ) resulting in major campus renovations including acoustical renovation of main Concert Hall, 3 new student dormitories, faculty housing and construction of the Parker Concert Hall, a new, state of the art, 400 seat concert hall. Built cash reserves from $60 k to $10 M while endowment increased from $23 M to $36 M. Added new, lucrative and exciting programs in Jazz, Classical Guitar, Bluegrass Guitar, Banjo with Bela Fleck. Presented artists including Itzhak Perlman, Midori, Lyle Lovett, Joshua Bell, Garrick Ohlsson, The Temptations, Amy Grant, ABBA, The Four Tops, Steep Canyon Rangers. Received Honor in 2023 as Outstanding Professional Fundraiser for National Philanthropy Day by Association of Fundraising Professionals, Western North Carolina.. Surpluses totaled $30M with an additional $31 M in recorded Legacy Giving. Grew and stabilized dynamic board of directors.

National non-profit consulting. Main areas of expertise include fundraising, fiscal management, strategic planning, project management and governance. Engagements included serving as fundraising consultant to Post Classical Ensemble, an innovative Washington, DC based orchestra and Dakshina, a remarkable South Asian and modern dance ensemble also based in Washington, DC.

The AT&T Performing Arts Center encompasses 10 acres within the downtown Dallas Arts District. The Center includes the Margot and Bill Winspear Opera House, Dee and Charles Wyly Theatre, Annette Strauss Square and Elaine D. and Charles A. Sammons Park, as well as Lexus Red and Silver underground parking areas. The Center presents a variety of programs year-round in its indoor and outdoor performance venues such as the Lexus Broadway Series, and provides performance space for local performing arts organizations, including The Dallas Opera, Dallas Theater Center, Dallas Black Dance Theatre, Texas Ballet Theater and Anita N. Martinez Ballet Folklorico

- Internationally recognized opera company with performances at Kennedy Center. WNO has 115 fulltime employees (500 during the performing season). Annual budget fluctuates between $30 and 40 MM.Executive Director. Chief Operating Officer. Responsible for all operations of the company. Reported to Plácido Domingo, General Director, and President of Board.• Under my leadership, WNO raised $20 MM each year for the last 2 years (up from $13MM previous year). WNO broke even both years (prior ten years had only one year of breakeven). Year prior to my arrival WNO lost $7MM.• Developed and introduced new strategic plan calling for balanced budgets through proper sizing and renewed focus on mission. Resulted in 25% full time staff reduction, increased ratio of performances per production and postponement of planned Ring Cycle which would have bankrupted company. Total savings were over $15 MM.• Revamped accounting system to analyze and then encourage proper risk adjusted behavior and decision-making• Produced two simulcasts for community including first ever from National Stadium.

Major regional opera company, annual budget $8MM. Fulltime staff of 30 (400 during season).General Director. Vice President, Board of Directors. Chief Executive Officer. Responsible for all artistic and financial aspects of PO. Reported to President of Board. Executive Director (2/97-6/00) Chief Operating Officer. Reported to General Director• Upon arrival, created and led major fundraising effort (Renaissance Campaign). In first two years, erased large accumulated debt ($1.8 MM / 40% of annual budget at the time), eliminated annual structural deficit ($750 k / 17% of annual budget) and added $3 MM to endowment (60% increase). Increased net assets 4 fold over 10 years with balanced budgets. Increased Endowment from $5 MM to $17 MM.• As General Director, created and instituted major effort to increase artistic quality (“Bold New Voice“). Led to complete rebranding and repositioning of PO locally and nationally. Hired excellent creative team gaining peer respect and notoriety.• Mandated refocusing of PO on education in community. Increased Education budget by factor of 9 resulting in the highest percent of budget spent on education in industry. Led successful fundraising campaign for new $9 M opera facility. • Led effort to bring first ever National Performing Arts Convention to Pittsburgh, raising awareness of Pittsburgh arts companies and community across the US and internationally. Helped raise money ($4 MM) and then lead-produced convention with local and national partners.• Led successful effort to eliminate the 5% City of Pittsburgh Amusement Tax on performing arts tickets. Required change in law by state legislature and identification of alternative revenue stream (nonresident ballplayer tax). Resulted in annual savings to the arts community of Pittsburgh of $4 MM per year while increasing revenues to the city. • Led mergers of four separate arts entities into first unified Greater Pittsburgh Arts Council. Served as Founding Chairman.

Member, Board of Directors. Chief Operating Officer for this $30 M company, responsible for all non-artistic aspects of the company, including finances, marketing, promotion and public relations, development, fund-raising, strategic planning, union negotiations, personnel administration and legal affairs. Reported to President of Board along with Artistic Director (co-equals).led the financial recovery of NYCO. Reorganized development team. Increased fundraising and reduced expenses resulting in break even for three years in row.• Reversed years of labor strife, resulting in first negotiated settlement without a strike or lockout in previous 20 years with orchestra .• Led effort to collect large insurance claim resulting from costume warehouse fire. Established “Fire Emergency Fund” resulting in years of financial stability for NYCO.• Led introduction of new computer technology to Box Office, fundraising and administration.• Co-managed New York State Theater at Lincoln Center with counterpart at NYC Ballet.

An early offshoot of the Boston Consulting Group in Cambridge Mass, SPA was a top ranked boutique business strategy consulting company with offices in Boston, Washington, DC and London. SPA was subsequently acquired by Mercer Consulting, then Marsh & McLennan Companies and then by Oliver Wyman.