My approach to change management is centered in deep listening, collaboration, and consensus building. Works with clients to understand their mission, values, and future goals and evaluate current challenges and roadblocks. Together, determine what skillsets are present and missing, so professional development opportunities can be instituted. Identify, evaluate, and interview peer organizations as a way to unearth new ways of operating and create metrics for comparison among similar organizational models. Will create year-long marketing/engagement plans, development plans, and new budget templates as needed, as well as present final analysis and recommendations to client’s stakeholders. Recent clients include Regina Klenjoski Dance Company (ww.rkdc.org).

Works closely with the Board of Directors and founding ensemble members to manage all administrative activities for this internationally renowned theater company with a budget of $1.5M. Responsibilities include: fundraising, strategic planning, budgeting and financial management, board development, touring and production, marketing and external communications, contracting, vendor negotiation, human resources, and general administration. Manages relationships and contracts with unions, including: Actors Equity Association, Stage Directors & Choreographers, and United Scenic Artists. Working closely with the three Co-Artistic Directors, oversees season planning, play selection, production, tour booking, development of artistic and institutional partnerships, new work and program development, and education program expansion. Manage, supervise, and evaluate administrative and program staff of four and artistic ensemble of 17. Detailed project manager and creative problem solver who enjoys the challenges and benefits of working with an ensemble theater company and building consensus as a means to further an organization’s goal.**Recent Accomplishments**Responsible for the successful development of a three-year strategic plan following the 25th Anniversary Season and subsequent launch of the SITI Legacy Plan. This innovative plan creates one example for the field of what the lifespan of an ensemble can be, beyond the standard growth model. Secured two PPP Loans, SVOG funding, and successfully received ERTC refunds in 2020 and 2021 totaling $700K to offset pandemic shortfalls. Since 2014 has produced 9 new productions, 22 domestic or international tours, and 5 New York City seasons.

Promoted from Deputy Director in January 2014, while SITI conducted a national search. Worked closely with the board of directors, managed execution of strategic plan, attended all board committee meetings, and worked vigorously with the Development/Nominating Committee to identify and cultivate new board members. In addition to previous responsibilities, became the primary liaison with booking agent and worked closely with the artistic leadership to plan performance and education activities for the 14-15 and 15-16 seasons. Managed payroll, 2013 tax filings, cash flow, organizational budgets, and oversaw bookkeeping activities of the Administrative Associate, including Accounts Receivable and Accounts Payable. Sought out resourceful short-term and long-term space solutions with direction from Denham Wolf and the Facilities Task Force. Worked with the auditor to prepare the FY13 audit documentation and reviewed renewal of general liability, workers comp, volunteer, and directors & officers insurance plans.

Oversaw all aspects of the organization’s fundraising including building a comprehensive three-year strategy to increase individual giving figures, envisioning and producing a major annual fundraising event, managing foundation and government grant proposals and laying the groundwork for a major giving program. Worked closely with the former Executive Director to implement and track a five-year strategic plan funded by the Nonprofit Finance Fund. Responsible for all marketing initiatives including: working with the presenters at the touring venues to create programs and advertising materials, buying and designing online advertising for New York based programs and educational activities, creating the organization’s email newsletters, and managing the outside PR agent. Worked with the Taproot Foundation team as the staff project manager to launch a new website in 2012 and managed the database consultant in building, implementing and customizing a new database system that connects data from several areas of the organization, including development and education records. Worked with former Executive Director to review annual health insurance renewal and administers employee Transitcheck program.

Oversaw the course work for the Performing Arts Management MFA students in the class of 2021. Ensured that adjunct faculty and students were supported during the transition to remote learning caused by the COVID-19 pandemic. Served as the residency and thesis advisor for the 7 performing arts management students in the spring 2021 semester.

Fundraising for the Performing Arts, fall term 2015-2019Available to first year students of the MFA Performing Arts Management Program. This is an in-depth study of the philosophy and methodology of raising contributed income for professional, nonprofit performing arts institutions. Over the course of 16 weeks each fall, leads discussion on a wide range of fundraising methods and moderates discussions with funders in the field who join as guest speakers. Semester culminates with students preparing a year-long development plan for a model organization of their choice.Artistic & Managerial Decision Making, spring term 2020Available to second year students of the MFA Performing Arts Management, Directing, and Theater History programs. This course focuses on the dynamics of planning, organizing, and realizing performing arts projects, ventures, companies, and institutions; interrelationships between artists, managers, and funding sources in the collaborative process of making performances. It is the culminating course in the Performing Arts Management program.

Worked with the Director of Development & Planning and Executive Director collaboratively to implement strategic plan recommendations, including various outreach initiatives such as National Teacher’s Weekend and Community Lecture-Demonstrations. Coordinated, with key department heads, parent communications and facilitated events aimed at improving the parent/student experience. Acted as the recording secretary for all Board and Executive Committee meetings and was the staff liaison for the Strategic Planning Committee. Oversaw the Alumni Community including planning alumni focused events and initiating the launch of a new alumni website. Oversaw the creation and distribution of the SAB Newsletter twice a year and managed all large scale electronic donor and parent communications.

Managed and contributed to all areas of individual giving, including stewardship, cultivation, major gifts, and special events for this world-renowned, ground-breaking modern dance company with a budget of $2.7 million. Collaborated closely with Executive Director to create cohesive, comprehensive strategies to maintain and improve relationships with individual donors and grow the annual development budget. Solely responsible for maintaining Raiser’s Edge database, processing donor information and gifts, preparing acknowledgements, instituted organizational-wide systems for tracking revenue projections and income, and preparing development reports. In absence of Director of Development, worked with Finance Director to manage department expenses and reconciliation with auditors at the end of the fiscal year.

Assisted with the development activities associated with The Scales of Memory, a major, multi-year collaboration with the Senegalese ensemble, Compagnie JANT-BI. Planned and researched the grant calendar for the upcoming fiscal year and managed donor gifts with GiftWorks software. Participated in board strategy sessions and took minutes at board meetings. Promoted from intern.

Tracked the box office sales of current tours. Updated electronic press kits and assisted in contract preparation. Participated in brainstorming activities regarding materials produced by IMG’s clientele. Confirmed tour details, worked with Artifax Agent software, and assisted in preparing tour settlements.

Administrated Brooklyn College’s Borough as Classroom program, which is funded by the New York City Council. Facilitated faculty ticket orders for events at Brooklyn Academy of Music, the Brooklyn Museum, the Brooklyn Philharmonic, and Brooklyn Center for the Performing Arts. Developed and implemented marketing and publicity plans for two on-campus Conservatory of Music concerts. Corresponded with the New York City Council members as needed to acknowledge the year’s activities, invite them to student performances in their districts, and secure future funding. Created and updated a website using Contribute software. Oversaw the $10,000 budget for the program.

Promoted from marketing intern. Aided the organization during the transition between executive directors. Worked closely with Susan Rosenstock, Interim Executive Director, and Tony Beadle, newly hired Executive Director, to facilitate board and staff communication. Took minutes at monthly Board meetings, Executive Committee meetings, and Development Committee meetings. Managed the four youth orchestras during the four-month search for a Youth Orchestra Manager.