Steven Libman Email & Phone Number

Jacksonville, Florida, Us

Steven Libman, as President & CEO, is responsible for the financial management, fund raising, marketing, and production functions for the Jacksonville Symphony and partners with the Music Director on strategic planning and programming. The Jacksonville Symphony, with a budget of $13.7M, serves over 150,000 people each season through performances at the Times-Union Performing Arts Center and through a robust Music Education & Community Engagement program. The orchestra consists of 60 musicians performing 48 concerts representing 84 performances in Jacoby Symphony Hall and an additional 80 ensemble performances throughout the Jacksonville community. Successfully navigated Jacksonville Symphony through the Covid-19 Pandemic; one of only 14 orchestras in America to perform during the 2020-21 season. Launched $5M Stabilization Campaign. Raised $45M since 2020.

Steven Libman created a part-time arts management consulting practice that focuses on operational planning, fund raising, governance, programming, budgeting, customer service and branding. www.thelibmangroup.com

Atlanta, Ga, Us

Steven Libman, as Chief Advancement Officer (CAO) was responsible for planning, implementing, overseeing, and assessing Atlanta Ballet’s development strategies in support of the organization's strategic vision and growth. As CAO Steven Libman was responsible for a $23.5 million Capital Campaign, and for raising over $7 million each year in annual support. A key member of the senior leadership team, Steven represented the organization's development interests to constituencies, both internal and external, and worked in close collaboration with the CEO, Artistic Director and the Board of Directors. Steven also managed the Board Nominating Committee and the process for the identification and selection of new trustees.

Steven Libman, as Lead Operational Consultant, was responsible for developing multi-year operational plans, budgets and programming for proposed $150M multi-venue performing arts & convention center. • Created detailed Usage Study demonstrating projected use by local performing arts organizations and Bermuda hotels and resorts. • Presented operational plan before Prime Minister and Cabinet• Develop five year projections on operational costs & staffing with annual budgets of $15M• Work with architects as well as theatrical and acoustical consultants• Developed plans through in-put of local community leaders

Carmel, Indiana, Us

President & Chief Executive Officer. Steven Libman served as the Founding President of the $200 million three venue performing arts center with an annual operating budget of $ 13.5M, including: a David Schwarz/Artec designed 1600 seat concert hall (The Palladium) , 500 seat proscenium theatre (The Tarkington) and 200 seat flexible black box (The Studio Theatre). Responsible for programming, organizing all operations and opening the Center. Built staff from 2 to 80, board from 3 to 30 and established volunteer corps of over 500. Developed and created programming for all three venues, established relationships with all major arts organizations in central, IN, including 7 resident companies. Raised capital gifts and created annual fund. Established accounts with over 25 artist management agencies. Participated in design meetings with architects and theatre consultants. Supervised programming, marketing, development, production, financial management and building operations. Created alliance/merger with the Michael Feinstein Foundation for the Great American Song Book.

La Jolla, Ca, Us

Managing Director. Steven Libman served as Chief administrative officer of Tony Award winning theatre, working in partnership with artistic director, by serving as executive producer of six-to-eight play season, comprising over 300 performances, with an annual budget of $15 million. Supervise full-time staff of 100 and part-time staff of over 125. La Jolla Playhouse comprises a complex of four theatres, three rehearsal studios, scenic and costume shops, an administrative building, Gregory Peck Park, and a Wolfgang Puck restaurant. Negotiate contracts, including enhancement funding with Broadway producers and union contracts. Transfer productions to Broadway. Direct strategic planning, financial management, facility management, marketing, trustee development, operations and fund raising.

Pittsburgh, Pa, Us

Managing Director. (1991-2004) Steven Libman served as Chief Executive Officer, responsible for all administrative operations for one of the largest ballet companies in America with a $8.5 million budget including union dancers, a full-time staff of 75 and a part-time staff of over 200 including: orchestra, theater technicians, costume shop and guest artists. Directed institutional/strategic planning, financial management, development, marketing, production, touring and school operations. Serve as Executive Producer for all ballets. Development Director. (1987-1991) Steven Libman was responsible for design and direction of all fund-raising campaigns. Raised between $1.7 million and $2.4 million annually (including special campaigns), managed four Board fund-raising committees, served as key staff liaison with local and national funding community, and increased individual and trustee contributions by over 300%.

Lancaster, Us

Managing Director. Steven Libman served as the Chief Executive Officer for a professional Equity theatre, performing arts center and National Historic Landmark. This theatre-center annually serves over 125,000 people with 295 performances (120 on tour) of 35 productions/events. • Created new Equity theatre company and nationally recognized performance series.• Worked collaboratively with three resident performing arts organizations.• Launched music, dance and theater series.• Eliminated operating deficit.• Launched organization’s first strategic plan.• Arranged for world premiere showing of the movie “Witness” for a major fundraising event.

Auburn, New York, Us

Managing Director. Steven Libman supervised all administrative, fund-raising, and marketing functions for professional regional theatre company.• Created financial management and cash flow systems.• Developed theatre’s first subscription campaign.

Providence, Ri, Us

Manage all box office operations for two theatres for a Tony Award winning and nationally recognized theatre company with 20,000 subscribers. Supervise staff of four.

National Arts Strategies: Strategy

Strategic Perspectives In Non-Profit Mangement

Ba, Performing Arts Management