Reporting to the Board, oversee programming, development, marketing, finances, HR, IT, operations, building management including capital projects, and strategic planning• Responsible for the programmatic, general and financial management of the organization and the facility management of 22 Boerum Pl. theater and associated $7m capital project• Managing all employees, multiple contractors and volunteers • Organizing annual programs across multiple venues (including ISSUE’s theater and numerous partner venues (including Artists Space, The Chocolate Factory, Clemente Soto, The Kitchen, Pioneer Works, Weeksville Heritage Center and Whitney Museum)• Curation of public programs including performances, partnerships, outreach and education activities• Coordinating all fundraising, including campaigns, gala and individual giving, materially increasing income including new foundation gifts, government, corporate and in-kind support• Organized the transference of the property deed for ISSUE's 22 Boerum theater via donation from Two Trees Management, plus secured the real estate property tax-exemption• Restructured banking relationship resulting in cost reduction and community sponsorship• Substantially reduced discretionary cost base while investing further in artists fees and commissions and organizational capacity building needs• Developed new business models for Earned Income• Collaborated on marketing and press initiatives resulting in greater program exposure and recognition plus audience development• Established Outreach programs in partnership with education institutions such as NYU, Columbia University, Brooklyn Music School, Brooklyn Conservatory of Music and FIAF * Eliminated long-term structural deficit and repaid all debts, including credit line that had been outstanding more than 7 years and ensured that the organization maintained balanced budgets

Clients include: Paris based, international arts organization; multiple NY based arts companies; individual artists and Australian Arts & Cultural sector• Assessing and supporting ongoing operations and activities of organizations including administration, marketing, fundraising, development and programming• Assisting in the US establishment, exposure and fundraising for international arts institution including developing Strategic Partnerships and Artistic/Operational structures• Conducting foundation research and applications, including identifying partners and assisting in proposal positioning• Identifying donors and assisting in the solicitation of gifts including coordinating and implementing campaigns• Developing longer-term Corporate partnerships and sponsorship opportunities• Strategically positioning, creating and reviewing Marketing and Press materials• Restructuring of membership programs, web site and web based promotions• Built performance models, contracted earned income and raised contributions to implement local/international tours• Coordinated multiple US based and international exhibitions, artistic collaborations and publications

Reported to the Board, oversaw operations, development, finances, HR, IT, facilities and strategic development. Responsible for management of The Foundation and The Watermill Center (8.5 acres), all capital projects and contractual relationships* Staffing & Administrative Leadership- Pivotal role in restructuring the Foundation’s Board, Community Board and Administration- Managed 15+ FTEs including reorganization, defining policies and benefit plans* Artistic Planning, Programming & Strategic Partnerships- Curated the Fall/Winter 2013 & Spring 2014 Artist-in-Residence program and associated outreach/education activities- Created coherent strategies around artistic programming initiatives including the presentation of artists-in-residence- Developed and maintained productive relations with stakeholders, including donors, sponsors, museums/performing arts centers, academic institutions, govt. agencies and communities served- Implemented partnerships with key global arts institutions including: Met Museum, Baryshnikov Arts Center, NYLA, Park Ave Armory, Louvre, Guild Hall, Prospect3* Fundraising & Financial Management - Oversaw preparation and management of the $3.6m operating and $25m capital budgets- Turned 2012 budget $236k deficit to 2013 $125k surplus increasing revenues >20% & reducing expenses >5% while investing substantially more funding in artistic & education programs- Increased revenue through significantly increasing:a. individual and board giving;b. Institutional Partner grants including first time, fully funded REDC $100,000 plus re-engaging multiple foundations;c. auction revenue from $550k (in 2012) to $900k (in 2013) and $1.2m (in 2014); andd. restructured policies to ensure increased revenue and funds collections* Refunded over $550,000 restricted cash from operations after prior misappropriation* Moved Foundation from substantial negative operating cash to a structurally sound position with reserves on hand

Finance, HR, Administration and Board reporting• Coordinated and prepared annual $6m operating budget plus all financial analysis• Oversaw Finance and HR functions including the successful restructuring of departments, supervision of all staff, insurance brokers (including health plans), and IT & Legal consultants• Managed banking relationships including debt structuring, negotiations and reporting (mortgage, revolver, reserves)• Coordinated both the Finance and Building Board Committees and applicable reports at Board meetingsBuilding: opened March, 2011 on schedule and 3.2% under budget• Acted as team leader for the construction, financial and operational planning of the DiMenna Center for Classical Music including budget and cash flow management plus coordination and oversight• Oversaw LEED Gold certification, compliance, permit coordination and adherence to all relevant safety standards• Liaised with the City of New York ensuring legal compliance and timely receipt of funding• Managed Condominium & Facilities teams: engineers/staff employment, food service and partner coordination• NMTC Project Leader: $28m budget, oversaw the creation of 509(a)(3), hired accountants, lawyers & consultants, resulting in a net gain of $4.7m + cost savings of >$2m, and ensured multi-year compliance• Designed business plan, operations processes including the implementation of contracts and on-line booking systemOrchestral Operations, Media and Partner Relationships• Oversaw Operations Department, restructuring operational calendar, payroll and staffing systems• Managed business/legal relationships & contracts with clients, presenters, venues and broadcasters• Active participant in negotiating the musician’s internet and collective bargaining agreementsDevelopment & Education• Assisted in coordination of large capital and operational gifts• Participated in fundraising and education strategy formulation and assisted with grant requests and compliance

Responsible for the planning and execution of all fee-based activities for this world class 35 year old conductor-less chamber orchestra of 34 players, 11 support staff, and $2.3m annual operations budget/ $4m institutional budget: including Carnegie Hall subscription concerts, touring (US, Europe, Asia), recordings (70+ major label releases), broadcasts, educational & professional training events• Leading seasonal planning initiatives with Artistic Directors and guiding orchestral planning processes including development and implementation of artistic programming• Designing and presentation of Board and relevant Board Committee materials and agendas• Administrative dept. oversight (Ops, Marketing, Finance) relating to execution of orchestral activities• Directing coordination and contract generation with all external partners including managers, presenters, producers and venues/space rentals such as Carnegie Hall, Metropolitan Museum and Riverside Church• Supervising functional budgets, models and analysis while identifying and implementing efficiencies• Building orchestral salary models with the Orchestra Committee, legal and union representatives• Initiating, structuring and managing recording, broadcasting, internet/new media opportunities and associated IP rights and licenses including EMI global record releases and global radio partnerships• Development and implementation of strategic relationships with institutions of higher learning and corporate partners• Securing non-concert fee based activities, such as residencies and professional training engagements• Initiated education partnerships resulting in school program free ticket distribution to over 500 students, guardians and principals annually• Coordinating with Development dept. for fundraising initiatives and foundation/grant requests

• Managed M&A deals from origination to execution, closing & integration performing target analysis/deal rationale, valuations, due diligence processes, portfolio reviews and management recommendations• Created and executed Trade global product roll-out strategy: initial markets Canada, Mexico• Initiated, presented and implemented product structuring proposals to investment grade clients• Directed audit, legal, regulatory, vendor, credit, servicing and technology reviews and process improvements

Clients included Lloyds TSB, BSkyB Finance• Created and implemented reporting frameworks for 35 projects within Europe and South America• Resolved resource planning issues including the supervision of more than 2,700 severances/mitigations• Designed and analyzed financial models calculating benefits (Net £88m) and budgeted costs (£134m)• Initiated management/Board reporting structures, performed senior management operational training

• Team leader managing Olympic, Paralympic, and Arts Festival Ticketing projects including the ticketing budget, cash flow forecasting and operational planning models• Developed and implemented Ticket Marketing/Media strategy within political and time-critical environment and approved all public Ticketing information via press releases/kits, SOCOG publications and internet• Researched, authored and presented policy documents for Olympic President, Board, Sub-Committee and IOC

• Specialized in Audit (external, internal, environmental, government, trust), IPOs, due diligence: identified control environment risks/resolution procedures and implemented accounting and operational recommendations