Advisor for creative and curatorial projects that foster community-building, place/space-making, and economic development. Past clients and partners include Park City Municipal, Kimball Art Center, and Sundance Institute. Areas of focus include: program design, activation strategy, operational and governance planning, and communications.

Chief executive for one of the nation’s most creative and forward-thinking community museums with an operating budget of $2.5M. The MAH produces a series of exhibitions and biennial festivals; hosts educational and outreach programs; houses a permanent collection and archive; and operates multiple historic sites and public spaces. Responsible for providing vision, leadership, and management expertise in the areas of program development, financial planning, fundraising, operations, and marketing.Key achievements include: articulating a holistic program narrative to maximize earned and contributed revenue; forwarding an ambitious and inclusive curatorial agenda; strengthening infrastructure and policy frameworks; creating a robust fundraising strategy to engage new and legacy supporters; and navigating the institution through the pandemic and during a time of extraordinary change.

Founding president and chief executive officer for a new nonprofit organization developed by the Town of Breckenridge with an operating budget of $3M. BCA oversees a portfolio of municipal assets, including the management and programming of a large performing arts center, two mid-sized theaters, a multi-studio arts campus, various galleries, and a robust public art program. Key achievements include: delivering innovative and diverse programming, including the Breckenridge International Festival of Arts and WAVE: Light + Water + Sound festival; enhancing the brand and reputation of Breckenridge; increasing community engagement and impact; developing organizational capacity and capabilities; and building a sustainable, fiscally-responsible organization.

Chief executive for one of the country’s leading multidisciplinary performing arts festivals with an operating budget of $1.5M. Responsible for strategic leadership, administrative oversight, and operational management of the organization. Key achievements include: growing and diversifying audiences, enhancing programs, broadening funding, renewing brand identity, and strengthening the organization’s infrastructure and governance.

Member of senior management team for one of the largest visual and performing arts centers in Michigan with an operating budget of $7M. Responsible for providing operational, financial, and administrative oversight to the activities of this member group.

Managed all programming, ranging from Broadway tours to music, dance, and family entertainment, at the largest performing arts center in Minnesota with an operating budget of $14M. Duties included: identifying and booking artists and productions; negotiating fees and deal structures; creating show estimates; ensuring contract execution and fulfillment; handling artist and management relations; coordinating inter-departmental cooperation for all presentations; overseeing event settlements; and developing collaborations and partnerships to extend programs and audiences. For self-produced and original theatricals, duties included casting; contracting creative, performing, and production personnel; working with unions to negotiate labor agreements; providing general management support; and serving as production associate for Ordway-produced national tours of large-scale musicals.