Series editor of the premier public history book series in the country, which has published texts related to historic preservation, interpretation, emerging trends, and professional standards since 1982.  Shapes editorial vision for the future of the AASLH publication program. Manages editorial board of fifteen museum leaders and scholars in the review of book proposals and the peer review editorial process. Promotes the activities of the press in the national museum field, soliciting manuscripts and advising authors.

Museum Study, LLC is dedicated to helping you to build a better cultural institution and be a stronger member of the team that carries out the mission of your institution. A broad range of topics important to running a cultural institution are offered, including: Administration, Exhibits & Public Programming, Facilities Management, Collection Management, and Collection Preservation & Care. Our goal is to help you develop policies, procedures and programs to run your institution successfully.*Introduction to Financial Management (Creator and Instructor)Designed for staff and volunteers of all abilities and organizations of all sizes, this four-week course provides an accessible, clear, and even fun introduction to financial concepts. From understanding expenses and income to how to establish an endowment, this course will equip you with a toolkit to engage with finance on your terms and to your ability. Over the four weeks, students will participate in dynamic discussions, review relevant and timely case studies and readings, and ultimately build a real, usable budget tailored to their organization’s needs.*Financial Structures and StrategyThis course introduces the “big ideas” of organizational financial management: functional accounting, transparency, the annual reporting process, and the relationship between finance and mission. Not only will students learn the basic structures and functions of financial oversight, they will also understand how to activate finance as a strategic tool to benefit organizational planning and evaluation. Over the four weeks, students participate in dynamic discussions, review relevant and timely readings, and ultimately learn how to prepare and analyze financial systems.

The Accreditation Commission is the body responsible for making independent decisions regarding accredited status. It meets three times per year and is made up of museum professionals whose collective experience and expertise represent the range of diversity in the museum field.Commissioners are museum professional with significant leadership level experience who have an understanding of a wide range of museum operations, have experience with accreditation, and demonstrate a commitment to standards and building excellence across the field. Commissioners serve in a volunteer capacity for a five-year term.

Service as an adjunct faculty member in the Art History Department and Museum Studies Certificate Program at Connecticut College, the first undergraduate program in museum studies in the nation. Created “Introduction to Museum Finance,” the first American undergraduate course dedicated to financial management in the museum sector. Leads weekly seminar-style course for twenty students one semester each academic year. Educates students about financial standards, reporting structures, and utilizing case studies and current issues in the field.

Chief executive of the Florence Griswold Museum, an AAM-accredited historic campus, National Historic Landmark house museum, and modern exhibition space dedicated to American art, history, and landscape. Drives all institutional planning and capacity-building activities, including the creation and execution of the 2021-2026 strategic plan, the launch of a $20 million comprehensive campaign, and ongoing endowment analysis, which has resulted in a 41% increase in its market value since 2018. Provides strategic vision for all activities related to exhibitions, publications, acquisitions, and historic property, fine art, and archives management. Oversees Museum finances, including an operational budget of $3 million, capital, technological, and special project budgets, and an endowment of $24 million. Leads a team of 23 staff members and over 200 volunteers, supervising all operations (dining services, revenue generation, merchandising and sales, facilities, etc.), planning, and fundraising initiatives.

Chief financial and administration officer responsible for all operations of the Bowdoin College Museum of Art, an academic museum with an annual budget of $3.1 million that organizes between 15 and 20 exhibitions per calendar year. Manages all administration including human resources and staff oversight, communications, visitor experience, and operations functions. Leads financial management, forecasting, and analysis of Museum activities including all budget creation and execution, endowment oversight, the establishment of multi-year fundraising goals, and regular evaluation of institutional priorities. Directs all corporate and foundation relations, including prospect research, grants application, execution and reporting processes, and the development of a corporate sponsorship program. Collaborates with Bowdoin College departments of Development, Controller, Finance and Administration, and Communications to ensure inter-departmental strategic alignment.

 Developed financial planning systems, including reporting schedules and expectations, acquisitions and exhibitions proposal processes, and the design of a quarterly report. Served as project manager in the execution of collaborative projects such as exhibition planning and installation, grants administration, and catalogue production. Chief administrator of the Museum responsible for oversight of facility and store operations, human resources, and risk management.

Administrative editor for Modern Intellectual History, an academic journal published quarterly by Cambridge University Press. Liaison between editorial board, contributors, and CUP, responsible for all management of roughly 200 submissions a year with a 14% acceptance rate. Coordinated the editing and publication of three print journal volumes per year. Spearheaded transition of over 200 journal articles from print archive to web-based digital platform.

As the organization’s inaugural Executive Director, managed all operations of the Winchester Historical Society and its cultural site, the Sanborn House Historical and Cultural Center. Directed all development, outreach, marketing, collections, and programming activities of the organization.  Served as site manager and coordinator for $1.2 million capital campaign and restoration project, including fundraising efforts, preservation and ADA legislation compliance, and construction management. Conceived innovative communications program that incorporates digital, print, and formal branding, programming promotions, and interpretation materials. Demonstrated successful funding and advancement strategies, increasing revenue from the implementation of membership, capital, and appeal campaigns by 30% over three years.

Provided comprehensive consultation on all aspects of museum operations. Conducted mainly collection management and curatorial activities.  Managed the Mansion’s re-accreditation process following guidelines set by the American Alliance of Museums. Updated permanent collection object records and collections management policies.  Administered daily management of collection including paper and digital records, licensing agreements, and storage supervision.

Supervisor of annual fund contributions and special events, including monthly openings and semi-annual fundraisers. Handled all budgets, correspondence, and gift processing in relation to individual donors.  Directed all aspects of the Patron Services Campaign, a telephone campaign that raises approximately $40,000 annually, including supervision of five employees. Conceived and maintained online giving services, which combines marketing and fundraising skill in rapidly growing development sector.  Maintained all donor records and correspondence, including Board giving and corporate sponsorships.

Member of three-person team in central development office. Assisted with fundraising and donor relations, benefit events and giving campaigns totaling $3 million annually. Processed donations. Served as liaison between central development office and ten regional offices.  Helmed regional and national annual giving campaigns. Coordinated marketing materials including solicitation and invitation mailings as well as signage and sponsorships for events.  Managed staff, volunteers and contract employees at events.

Responsible for instruction of eighty to one hundred students per semester. Prepared, administered and graded exams and papers. Led private study tutorials and large group discussion sections. Utilized multimedia (PowerPoint, Internet), primary source objects, and library and gallery visits in teaching practice. Acted as union and graduate student representative, handling interpersonal disputes and organizational issues within the department as well as dialogue with the university. Instructed and graded students in African Art, 19th-Century European painting, and Western Art survey courses.

Assisted in organization and installation of exhibits and permanent displays. Catalogued and recorded objects ranging from photographs to Victorian furniture. Received and assisted visitors and volunteers. Managed care and storage of objects from the Pabst family personal collection. Completed archiving of recent acquisitions in both object records and condition reports.

Managed research, display and sale of artworks. Led gallery administrative organization. Conducted dealings with artists and dealers, mainly consignments and artist representation via phone and mail correspondence as well as in person.  Directed new organization and archival system for files and objects in gallery offices. Operated management of and care for gallery space. Managed “The Beastie Beat,” a public art project involving over 100 artists.