NCMC provides consulting services for museum construction and operations. These services can be extensive or minimal. For construction they can range from acting as owner’s representative to simple review of design documentation. With regard to operations, the scope extends from formulation and execution of specific initiatives to senior management level review of areas where practices and efficiencies need improvement.The founder and president of NCMC, Nick Cameron, served The Metropolitan Museum of Art for over 3 decades. His titles included General Manager for Operations and Vice President for Construction. Later he served as Chief Operating Officer of The Indianapolis Museum of Art. While at the Met, Cameron developed innovative solutions for numerous challenges relevant to any museum, large or small. He now seeks to bring his knowledge and experience to other cultural institutions.

As Chief Operating Officer at the Indianapolis Museum of Art I was responsible for the Design, Facilities, Food Service, Installation, Retail, Security and Special Events departments. In this position, I reorganized the Security Department adding Campus Police Officers and Emergency Medical Technicians. I reorganized the Design, Installation and Facilities Departments for greater efficiency, synergy, productivity and accountability in exhibition construction and collection and exhibition installations. During my tenure, I fine tuned Retail Operations to lower expenses by closing an underperforming unit and liquidating bad inventory to become profitable for the first time. The Special Events Department was restructured to lower expenses therefore achieving significant profitability for the first time. In this position, I designed a format for a campus wide Capital Asset Lifecycle Plan as a a long range financial planning tool working in conjunction with the Facilities Department. I was also responsible for the planning effort of the new Design Arts Galleries including: finding an appropriate outside designer, established milestones for design deliverables which allowed for early contractor pricing of key construction elements and developed the construction budget for board approval. I provided executive management oversight for Capital projects including the Conservation Science Lab, the new African Galleries and the most recent addition to the Art and Nature Park, Chopstick.

Over a 22 year period, I successfully completed more than $850,000,000 of construction consisting of over 150 projects of all types, completed on time and on budget including: Excavation and foundation/building core and shell, Laboratories, Classrooms, Restaurants and kitchens, Art storerooms, Galleries with finishes ranging from simple to extremely high-end, Infrastructure renewal and expansion. I led the planning and design process for all projects, balancing the need to allow client full access to the architect while ensuring conformance to practical programmatic considerations and institutional standards. I developed and compiled project budgets and presented to the Finance Committee of the Board of Trustees for capital appropriation.

As Manager and then General Manager for Operations at the Metropolitan Museum of Art I analyzed and compiled the annual operating budget for 10 departments and 2 contractual operations reporting to the Senior Vice President for Operations including: Building Maintenance, Construction (from 1986), Exhibition Design, Office Services, Photo Studio, Purchasing, Security, Special Events, Telecommunications, Visitor Services, Parking Garage (contractual), Restaurants (contractual). In addition, I led the planning process for and compiled the annual discretionary capital budget based upon extraordinary building maintenance requirements and strategic plan for development of robust infrastructure and implementation of advancements in technology. I led or participated in hiring, staff development, disciplinary actions, and terminations for all management personnel reporting to the Senior Vice President for Operations. I served as one of three positions on management's collective bargaining team for approximately 800 union staff and served on the Employee Grievance Committee. I recruited and hired talented individuals for key management positions in departments reporting to Operations. During this time, I developed and implemented a plan for the re-deployment of security personnel, saving over $2,000,000 annually.In relation to the implementation of technology, I assumed a lead role in planning and implementation of: fire detection systems, security alarms, video monitoring, magnetic locking of perimeter doors, radio communications system, and direct digital controls for HVAC and lighting. I planned and executed the cabling of the entire 2,000,000 square foot complex of 20 contiguous buildings with fiber optic backbone and copper distribution risers to support anticipated future local area network requirements. I also led the planning/procurement process for database software development for Visitor Services, Photo Studio and the Restaurant operation.