AJ Four Ways: Text Only (by date) | headlines only
DANCE
IDEAS
- “America’s Greatest Opera Boss Has Died”
Norman Lebrecht’s obituary notice for Speight Jenkins, which ran today, is titled “America’s Greatest Opera Boss Has Died.” I couldn’t
- Executive Director
POSITION PROFILE
The Louisiana Philharmonic Orchestra (LPO) seeks a visionary, entrepreneurial, and collaborative leader to serve as its next Executive Director.
This is an opportunity to lead one of America’s most distinctive orchestras and one of Louisiana’s most important cultural institutions. The Executive Director will partner with musicians, Board leadership, artistic leadership, staff, donors, volunteers and community stakeholders to shape the next era of artistic excellence, financial sustainability, audience growth, and statewide impact.
The Executive Director serves as the organization’s chief executive officer and strategic leader, responsible for growing philanthropy, advancing the mission, strengthening organizational capacity, expanding community engagement, and ensuring long-term institutional resilience.
The Executive Director reports directly to the Board of Trustees and works in close partnership with the Music Director and orchestra leadership.
ABOUT THE LOUISIANA PHILHARMONIC ORCHESTRA
Founded in 1991, the GRAMMY Award winning Louisiana Philharmonic Orchestra is the nation’s oldest full-time musician-governed and collaboratively operated professional orchestra and Louisiana’s only full-time professional orchestra. The LPO is a Group 3 orchestra with an annual budget of $5-5.5million which serves an annual audience of approximately 60,000 people in one of the most culturally vibrant cities in the nation. The LPO exists to transform people and communities through music and serves as a cultural leader throughout New Orleans, southeastern Louisiana, and communities across the state.
Rooted in one of the world’s most influential musical cities, the Louisiana Philharmonic Orchestra reflects both the artistic traditions and creative spirit that define New Orleans. Through artistic excellence, education, and community engagement, the organization creates meaningful musical experiences that connect audiences across generations and communities.
Over a full 32-36-week season, the LPO presents a broad portfolio of programming in New Orleans and across multiple adjacent parishes that reflects both tradition and innovation. Annual offerings include classical subscription performances, chamber music, education initiatives, community engagement programming, contemporary music, cross-genre collaborations, pops, family programming, and performances that celebrate Louisiana’s cultural identity and musical heritage. Recent seasons have featured world premieres, contemporary compositions by living composers, partnerships with local artists, collaborations across artistic disciplines, and programming designed to broaden access and deepen relevance.
Each year, the organization reaches tens of thousands through performances, education initiatives, and community engagement programs. The LPO Academy provides sustained musical instruction for nearly 500 students across partner schools, while broader education and engagement initiatives serve more than 14,000 young people and families annually. The orchestra partners with educational institutions, cultural organizations, civic leaders, and community organizations to strengthen access to music.
As resident orchestra partner to major cultural organizations and touring artists, the LPO occupies a unique role within New Orleans’ cultural ecosystem and contributes meaningfully to the civic and cultural vitality of Louisiana.
The LPO has a tri-partite organizational governance structure comprised of 67 full-time musicians, an administrative staff, and a Board composed of two-thirds community trustees/one third musicians. The organization’s distinctive musician-governed model creates an extraordinary culture of ownership, collaboration, entrepreneurship, and institutional commitment. This model has defined the orchestra since its founding and remains central to its identity and success.
THE OPPORTUNITY
The Louisiana Philharmonic Orchestra stands at an important moment of institutional opportunity.
Building upon artistic momentum, expanding impact, strengthening educational reach, and deepening community partnerships, the organization seeks a leader who can guide the orchestra through its next phase of growth and sustainability.
The next Executive Director will inherit:
• A nationally distinctive governance model
• Strong artistic leadership
• Deep community roots
• Meaningful education initiatives
• Engaged musicians, Board, volunteers, and staff
• A recognized civic role within one of America’s most culturally significant communitiesThe next Executive Director will play a central role in:
• Strengthening long-term financial sustainability
• Expanding philanthropy and contributed revenue
• Growing earned revenue opportunities
• Increasing audience engagement and participation
• Building statewide visibility and impact
• Advancing strategic planning initiatives
• Strengthening operational excellence
• Positioning the LPO as an essential civic and cultural institution for Louisiana’s futureThis role requires an executive who understands and appreciates both the art and enterprise of primarily orchestral but includes all forms of music — someone who combines strategic vision with operational rigor, financial discipline with entrepreneurial thinking, and community leadership with a deep appreciation for artistic excellence.
KEY DUTIES AND RESPONSIBILITIES
Strategic Leadership
The Executive Director will:
• Lead development and implementation of organizational strategic priorities
• Partner with Board leadership, Music Director, volunteers and musicians to advance long-term institutional goals
• Foster innovation while preserving organizational mission and artistic excellence
• Position the organization for long-term sustainability
• Lead organizational planning initiatives
• Identify opportunities for strategic growth and institutional advancement
• Monitor industry trends and evolving audience behaviorsFundraising and Philanthropy
The Executive Director will:
• Serve as chief fundraiser and lead ambassador
• Personally cultivate, solicit, and steward major gifts
• Expand relationships with foundations, corporations, government agencies, and individual donors
• Support annual, campaign, endowment, and planned giving initiatives
• Strengthen contributed revenue performance
• Partner closely with development staff and Board leadership
• Advance institutional fundraising strategy
• Build philanthropic culture across the organizationFinancial and Business Leadership/management
The Executive Director will:
• Oversee financial planning, budgeting, forecasting, and reporting
• Ensure responsible stewardship of organizational resources
• Develop multi-year financial sustainability strategies
• Monitor performance through measurable operational and financial indicators
• Expand earned revenue opportunities
• Strengthen business operations and organizational systems
• Support data-informed decision-making practices
• Ensure compliance and sound governance practicesAudience Development and Community Engagement
The Executive Director will:
• Lead strategies to expand audience growth and retention
• Enhance the organization’s visibility and community impact
• Foster accessibility and audience relevance initiatives
• Expand partnerships across education, tourism, business, government, and community sectors
• Support education and community engagement programming
• Position the LPO as an essential civic institution
• Advance initiatives that broaden participation and deepen community connectionOrganizational Leadership
The Executive Director will:
• Recruit, develop, manage, and retain high-performing staff
• Foster accountability, transparency, and collaboration
• Build organizational culture aligned with mission and values
• Support professional development and leadership growth
• Promote effective cross-functional communication
• Lead changes in management initiatives when necessary
• Assure excellent communication with audiences, Board, and musiciansExternal Relations and Advocacy
The Executive Director will:
• Serve as a primary organizational spokesperson
• Represent the organization with elected officials, civic leaders, donors, media, and community stakeholders
• Strengthen institutional visibility and reputation
• Build strategic partnerships that advance mission and sustainability
• Advocate for arts investment and cultural policy priorities
• Participate actively in industry leadership organizations and broader civic conversationsQUALIFICATIONS
The successful candidate will demonstrate:
Required Experience
• Minimum 10 years of progressive leadership experience
• Significant executive or senior leadership experience within nonprofit, performing arts, cultural, higher education, mission-driven, or complex enterprise organizations
• Demonstrated fundraising success
• Experience managing significant operating budgets
• Strategic planning and organizational leadership experience
• Team leadership and talent development experience
• Ability to direct and motivate all components of the organization
• Exceptional communication and relationship-building skillsPreferred Experience
• Experience within orchestras or performing arts institutions
• Knowledge of nonprofit governance structures
• Familiarity with orchestra economics and labor environments
• Experience with collective bargaining environments
• Audience development and earned revenue strategy experience
• Experience leading organizational transformation initiativesBachelor’s degree required. Advanced degree greatly preferred.
Traits and Characteristics
The ideal candidate will demonstrate:
• Strategic acumen
• Fundraising confidence and proven success
• Entrepreneurial mindset
• Financial sophistication
• Collaborative leadership style
• Emotional intelligence
• Exceptional interpersonal skills
• Sound judgment
• Adaptability and resilience
• Creativity and innovation
• Transparency and integrity
• Commitment to mission-driven leadership
• Passion for orchestral music and community impactThe successful candidate will inspire trust and transparency across musicians, Board leadership, staff, volunteers, donors, and community stakeholders while advancing a compelling vision for the organization’s future.
REPORTING RELATIONSHIPS
The Executive Director reports directly to the Louisiana Philharmonic Orchestra Board of Trustees and oversees the administrative staff leadership team.
The Executive Director works collaboratively with orchestra musicians and the Music Director to advance institutional priorities and organizational success.
COMPENSATION AND BENEFITS
The Louisiana Philharmonic Orchestra offers a competitive salary and comprehensive benefits package commensurate with experience.
Applications
Please submit a cover letter that describes your interest and qualifications for the position. Send with a resumé and the names of three professional references.
All applications will be treated as confidential. References will not be contacted without applicant’s knowledge and agreement. Electronic submissions are preferred (MS Word or Adobe Acrobat attachments only, please).
Email: louisianaphilharmonicedsearch@gmail.com
For priority consideration, please submit application materials by June 20, 2026.
- The Movie Star Who Doesn’t Exist
Good Morning,
A top celebrity-profile writer set out to interview Tilly Norwood and ran into a problem: she isn’t a person (The New York Times). The AI “actress” has no inner life to report, which didn’t stop anyone from trying.
Bookstores are supposed to be dying, but that’s old conventional wisdom. The count is actually growing, and briskly (AP). Publishing is supposed to be glamorous; but here’s how the business really works (The Republic of Letters).
Supposedly, the tuning reference for music — A=440, got nudged down to A=432Hz, supposedly because it’s more soothing. But what’s the evidence? (AP).
Then a couple of good news stories: When a keyboardist fell ill mid-show in Sydney, a university student climbed onstage and finished the performance (The Guardian). And Chicago’s stand-up comics, gig workers in the truest sense, finally have a path to health insurance (WBEZ).
Meanwhile, someone peeled Maurizio Cattelan’s duct-taped banana off a museum wall and walked off with it — and the museum wants to prosecute (ARTnews). You can steal the fruit. Good luck stealing the concept.
Doug
- A New Partnership Helps Stand-Up Comics In Chicago To Finally Get Steady Health Insurance
The Health Alliance for Chicago Comedians is building a pilot program to help 10 comics pay insurance premiums through the Affordable Care Act’s next open enrollment period. Stand-up comedians, especially early in their careers, often take gigs and side jobs which offer no insurance. – WBEZ (Chicago)
- It’s Just A Few Cents: More People Are Listening To Music Pitched Down To A=432Hz
“Music recorded in 432 hertz (cycles per second) is taking off on social media platforms and music streaming services. … Scientists say there’s no robust evidence that music tuned to 432 hertz has any special benefits or healing properties. Some musicians and listeners say it helps them connect with nature, relax or concentrate.” – AP
ISSUES
- Why Restorers Of This Bull Mosaic In Milan Left Out The Testicles
In fact, the missing glands on the bovine in this 19th-century floor mosaic had been gouged out by excessive tourist traffic some time ago, and the restorers (and the landlord) declined to replace them. Here’s why. – Smithsonian Magazine
- Maurizio Cattelan’s Banana Is Stolen From A Museum Wall, And That Museum Wants To Prosecute
The theft of the fruit from the jokester artist’s piece Comedian happened this past Saturday at the Pompidou Center’s outpost in Metz, France; the duct tape was left behind. No suspect has yet been identified, and museum staff promptly replaced the banana. – ARTnews
- Just What Does “American” Architecture Look Like In 2026?
A new book makes the case that when it comes to evolving forms and styles in American architecture, a new generation of firms is drawing inspiration from not just place and local architectural heritage, but the place a building like the Girls Inc. Youth Farm will play in the community. – Fast Company
- A Trio Of Prominent Art Critics Has Just Retired. Here’s What We’ve Lost
The trio were not only the most influential, but also the most gainfully employed—two factors that have everything to do with each other. – ARTnews
- Over The Weekend, The British Museum Was Evacuated After Staff Found A ‘Suspicious’ Package
“The museum said it had also received what it described as ‘malicious communications’ before the evacuation.” – ARTnews
MEDIA
- A Priority For Australia’s Next Cultural Policy: Protecting Freedom Of Expression
Treating freedom of expression and social cohesion as trade-offs is a category error. Freedom of expression is an internal attribute of cultural activity, an inherent good. Without it there is no culture worthy of the name, only sanctioned content. – ArtsHub
- Arts Council England, The National Cultural Funder, Names A New Chairman
As of August 1, Dawn Airey, a longtime television executive who is currently chair of the National Youth Theatre and the educational platform Digital Theatre+, will succeed Nicholas Serota, who spent almost a decade leading the Council after a famously successful tenure as director of the Tate galleries and museums. – The Independent (UK)
- Survivors Recount Living Through Russia’s Bombing Of Kyiv’s Cultural Sites
“We began evacuating the artefacts while the roof was still ablaze and the firefighting operation was still under way,” said the director of one museum. “We could hear the roof collapsing. We were constantly wading through water.” – The Guardian
- The Trump Administration Is Dismantling Support For Social Science Research
If the National Science Foundation does stop funding social scientists, experts told me, our 5,000-foot-view of American life will get foggier. The NSF, through the SBE division, is the primary funder of the “big three” social-science surveys, which have enabled the work of several generations of academics, economists, and policy wonks. – The Atlantic
- How Alice Walton Culturally Transformed A Corner Of Arkansas
It’s impossible to miss the scope of transformation that’s happened in Bentonville, population 63,000. – Fast Company
MUSIC
- Okay, Here’s How The Publishing Business Really Works
Nobody would patronize a best-seller–only shopping mall kiosk called We Bet We Have That Book You Want, even though best-sellers are most of what anyone buys. People want to walk into stores with lots of books which they have no interest in even looking at. – Republic of Letters
- Busting Conventional Wisdom: The Number Of Bookstores Isn’t Shrinking, It’s Growing Robustly
Membership in the ABA grew by more than 500 over the past year, to a total of 3,417 (at 3,783 locations), nearly triple what it was a decade ago and the highest level since the late 1990s. – AP News
- What We Need To Do To Get America Reading Again
Teaching people to read and building a world where they can do so are different problems. Throwing our phones in the lake can’t bring about that world, but designing the conditions for reading will. – The New York Times
- Facebook Whistleblower Forced To Stay Silent On Hay Festival By Meta
Sarah Wynn-Williams, whose bestselling memoir, Careless People, details her years working at Facebook, was due to appear in conversation with the investigative journalist Carole Cadwalladr and academic Tim Wu. Instead, Wynn-Williams sat on stage for the hour-long discussion without speaking or responding. She was unable even to nod or shake her head. – The Gaurdian
- If We’re Really In A Reading ‘Crisis,’ Here Are Some Solutions
It’s not about the phones. Instead, as a society, we have to remove structural barriers – and build new libraries. “A democracy needs its people to read, and it is society’s job to make that possible.” – The New York Times
PEOPLE
- “America’s Greatest Opera Boss Has Died”
Norman Lebrecht’s obituary notice for Speight Jenkins, which ran today, is titled “America’s Greatest Opera Boss Has Died.” I couldn’t
- Executive Director
POSITION PROFILE
The Louisiana Philharmonic Orchestra (LPO) seeks a visionary, entrepreneurial, and collaborative leader to serve as its next Executive Director.
This is an opportunity to lead one of America’s most distinctive orchestras and one of Louisiana’s most important cultural institutions. The Executive Director will partner with musicians, Board leadership, artistic leadership, staff, donors, volunteers and community stakeholders to shape the next era of artistic excellence, financial sustainability, audience growth, and statewide impact.
The Executive Director serves as the organization’s chief executive officer and strategic leader, responsible for growing philanthropy, advancing the mission, strengthening organizational capacity, expanding community engagement, and ensuring long-term institutional resilience.
The Executive Director reports directly to the Board of Trustees and works in close partnership with the Music Director and orchestra leadership.
ABOUT THE LOUISIANA PHILHARMONIC ORCHESTRA
Founded in 1991, the GRAMMY Award winning Louisiana Philharmonic Orchestra is the nation’s oldest full-time musician-governed and collaboratively operated professional orchestra and Louisiana’s only full-time professional orchestra. The LPO is a Group 3 orchestra with an annual budget of $5-5.5million which serves an annual audience of approximately 60,000 people in one of the most culturally vibrant cities in the nation. The LPO exists to transform people and communities through music and serves as a cultural leader throughout New Orleans, southeastern Louisiana, and communities across the state.
Rooted in one of the world’s most influential musical cities, the Louisiana Philharmonic Orchestra reflects both the artistic traditions and creative spirit that define New Orleans. Through artistic excellence, education, and community engagement, the organization creates meaningful musical experiences that connect audiences across generations and communities.
Over a full 32-36-week season, the LPO presents a broad portfolio of programming in New Orleans and across multiple adjacent parishes that reflects both tradition and innovation. Annual offerings include classical subscription performances, chamber music, education initiatives, community engagement programming, contemporary music, cross-genre collaborations, pops, family programming, and performances that celebrate Louisiana’s cultural identity and musical heritage. Recent seasons have featured world premieres, contemporary compositions by living composers, partnerships with local artists, collaborations across artistic disciplines, and programming designed to broaden access and deepen relevance.
Each year, the organization reaches tens of thousands through performances, education initiatives, and community engagement programs. The LPO Academy provides sustained musical instruction for nearly 500 students across partner schools, while broader education and engagement initiatives serve more than 14,000 young people and families annually. The orchestra partners with educational institutions, cultural organizations, civic leaders, and community organizations to strengthen access to music.
As resident orchestra partner to major cultural organizations and touring artists, the LPO occupies a unique role within New Orleans’ cultural ecosystem and contributes meaningfully to the civic and cultural vitality of Louisiana.
The LPO has a tri-partite organizational governance structure comprised of 67 full-time musicians, an administrative staff, and a Board composed of two-thirds community trustees/one third musicians. The organization’s distinctive musician-governed model creates an extraordinary culture of ownership, collaboration, entrepreneurship, and institutional commitment. This model has defined the orchestra since its founding and remains central to its identity and success.
THE OPPORTUNITY
The Louisiana Philharmonic Orchestra stands at an important moment of institutional opportunity.
Building upon artistic momentum, expanding impact, strengthening educational reach, and deepening community partnerships, the organization seeks a leader who can guide the orchestra through its next phase of growth and sustainability.
The next Executive Director will inherit:
• A nationally distinctive governance model
• Strong artistic leadership
• Deep community roots
• Meaningful education initiatives
• Engaged musicians, Board, volunteers, and staff
• A recognized civic role within one of America’s most culturally significant communitiesThe next Executive Director will play a central role in:
• Strengthening long-term financial sustainability
• Expanding philanthropy and contributed revenue
• Growing earned revenue opportunities
• Increasing audience engagement and participation
• Building statewide visibility and impact
• Advancing strategic planning initiatives
• Strengthening operational excellence
• Positioning the LPO as an essential civic and cultural institution for Louisiana’s futureThis role requires an executive who understands and appreciates both the art and enterprise of primarily orchestral but includes all forms of music — someone who combines strategic vision with operational rigor, financial discipline with entrepreneurial thinking, and community leadership with a deep appreciation for artistic excellence.
KEY DUTIES AND RESPONSIBILITIES
Strategic Leadership
The Executive Director will:
• Lead development and implementation of organizational strategic priorities
• Partner with Board leadership, Music Director, volunteers and musicians to advance long-term institutional goals
• Foster innovation while preserving organizational mission and artistic excellence
• Position the organization for long-term sustainability
• Lead organizational planning initiatives
• Identify opportunities for strategic growth and institutional advancement
• Monitor industry trends and evolving audience behaviorsFundraising and Philanthropy
The Executive Director will:
• Serve as chief fundraiser and lead ambassador
• Personally cultivate, solicit, and steward major gifts
• Expand relationships with foundations, corporations, government agencies, and individual donors
• Support annual, campaign, endowment, and planned giving initiatives
• Strengthen contributed revenue performance
• Partner closely with development staff and Board leadership
• Advance institutional fundraising strategy
• Build philanthropic culture across the organizationFinancial and Business Leadership/management
The Executive Director will:
• Oversee financial planning, budgeting, forecasting, and reporting
• Ensure responsible stewardship of organizational resources
• Develop multi-year financial sustainability strategies
• Monitor performance through measurable operational and financial indicators
• Expand earned revenue opportunities
• Strengthen business operations and organizational systems
• Support data-informed decision-making practices
• Ensure compliance and sound governance practicesAudience Development and Community Engagement
The Executive Director will:
• Lead strategies to expand audience growth and retention
• Enhance the organization’s visibility and community impact
• Foster accessibility and audience relevance initiatives
• Expand partnerships across education, tourism, business, government, and community sectors
• Support education and community engagement programming
• Position the LPO as an essential civic institution
• Advance initiatives that broaden participation and deepen community connectionOrganizational Leadership
The Executive Director will:
• Recruit, develop, manage, and retain high-performing staff
• Foster accountability, transparency, and collaboration
• Build organizational culture aligned with mission and values
• Support professional development and leadership growth
• Promote effective cross-functional communication
• Lead changes in management initiatives when necessary
• Assure excellent communication with audiences, Board, and musiciansExternal Relations and Advocacy
The Executive Director will:
• Serve as a primary organizational spokesperson
• Represent the organization with elected officials, civic leaders, donors, media, and community stakeholders
• Strengthen institutional visibility and reputation
• Build strategic partnerships that advance mission and sustainability
• Advocate for arts investment and cultural policy priorities
• Participate actively in industry leadership organizations and broader civic conversationsQUALIFICATIONS
The successful candidate will demonstrate:
Required Experience
• Minimum 10 years of progressive leadership experience
• Significant executive or senior leadership experience within nonprofit, performing arts, cultural, higher education, mission-driven, or complex enterprise organizations
• Demonstrated fundraising success
• Experience managing significant operating budgets
• Strategic planning and organizational leadership experience
• Team leadership and talent development experience
• Ability to direct and motivate all components of the organization
• Exceptional communication and relationship-building skillsPreferred Experience
• Experience within orchestras or performing arts institutions
• Knowledge of nonprofit governance structures
• Familiarity with orchestra economics and labor environments
• Experience with collective bargaining environments
• Audience development and earned revenue strategy experience
• Experience leading organizational transformation initiativesBachelor’s degree required. Advanced degree greatly preferred.
Traits and Characteristics
The ideal candidate will demonstrate:
• Strategic acumen
• Fundraising confidence and proven success
• Entrepreneurial mindset
• Financial sophistication
• Collaborative leadership style
• Emotional intelligence
• Exceptional interpersonal skills
• Sound judgment
• Adaptability and resilience
• Creativity and innovation
• Transparency and integrity
• Commitment to mission-driven leadership
• Passion for orchestral music and community impactThe successful candidate will inspire trust and transparency across musicians, Board leadership, staff, volunteers, donors, and community stakeholders while advancing a compelling vision for the organization’s future.
REPORTING RELATIONSHIPS
The Executive Director reports directly to the Louisiana Philharmonic Orchestra Board of Trustees and oversees the administrative staff leadership team.
The Executive Director works collaboratively with orchestra musicians and the Music Director to advance institutional priorities and organizational success.
COMPENSATION AND BENEFITS
The Louisiana Philharmonic Orchestra offers a competitive salary and comprehensive benefits package commensurate with experience.
Applications
Please submit a cover letter that describes your interest and qualifications for the position. Send with a resumé and the names of three professional references.
All applications will be treated as confidential. References will not be contacted without applicant’s knowledge and agreement. Electronic submissions are preferred (MS Word or Adobe Acrobat attachments only, please).
Email: louisianaphilharmonicedsearch@gmail.com
For priority consideration, please submit application materials by June 20, 2026.
- The Movie Star Who Doesn’t Exist
Good Morning,
A top celebrity-profile writer set out to interview Tilly Norwood and ran into a problem: she isn’t a person (The New York Times). The AI “actress” has no inner life to report, which didn’t stop anyone from trying.
Bookstores are supposed to be dying, but that’s old conventional wisdom. The count is actually growing, and briskly (AP). Publishing is supposed to be glamorous; but here’s how the business really works (The Republic of Letters).
Supposedly, the tuning reference for music — A=440, got nudged down to A=432Hz, supposedly because it’s more soothing. But what’s the evidence? (AP).
Then a couple of good news stories: When a keyboardist fell ill mid-show in Sydney, a university student climbed onstage and finished the performance (The Guardian). And Chicago’s stand-up comics, gig workers in the truest sense, finally have a path to health insurance (WBEZ).
Meanwhile, someone peeled Maurizio Cattelan’s duct-taped banana off a museum wall and walked off with it — and the museum wants to prosecute (ARTnews). You can steal the fruit. Good luck stealing the concept.
Doug
- A New Partnership Helps Stand-Up Comics In Chicago To Finally Get Steady Health Insurance
The Health Alliance for Chicago Comedians is building a pilot program to help 10 comics pay insurance premiums through the Affordable Care Act’s next open enrollment period. Stand-up comedians, especially early in their careers, often take gigs and side jobs which offer no insurance. – WBEZ (Chicago)
- It’s Just A Few Cents: More People Are Listening To Music Pitched Down To A=432Hz
“Music recorded in 432 hertz (cycles per second) is taking off on social media platforms and music streaming services. … Scientists say there’s no robust evidence that music tuned to 432 hertz has any special benefits or healing properties. Some musicians and listeners say it helps them connect with nature, relax or concentrate.” – AP
PEOPLE
- “America’s Greatest Opera Boss Has Died”
Norman Lebrecht’s obituary notice for Speight Jenkins, which ran today, is titled “America’s Greatest Opera Boss Has Died.” I couldn’t
- Executive Director
POSITION PROFILE
The Louisiana Philharmonic Orchestra (LPO) seeks a visionary, entrepreneurial, and collaborative leader to serve as its next Executive Director.
This is an opportunity to lead one of America’s most distinctive orchestras and one of Louisiana’s most important cultural institutions. The Executive Director will partner with musicians, Board leadership, artistic leadership, staff, donors, volunteers and community stakeholders to shape the next era of artistic excellence, financial sustainability, audience growth, and statewide impact.
The Executive Director serves as the organization’s chief executive officer and strategic leader, responsible for growing philanthropy, advancing the mission, strengthening organizational capacity, expanding community engagement, and ensuring long-term institutional resilience.
The Executive Director reports directly to the Board of Trustees and works in close partnership with the Music Director and orchestra leadership.
ABOUT THE LOUISIANA PHILHARMONIC ORCHESTRA
Founded in 1991, the GRAMMY Award winning Louisiana Philharmonic Orchestra is the nation’s oldest full-time musician-governed and collaboratively operated professional orchestra and Louisiana’s only full-time professional orchestra. The LPO is a Group 3 orchestra with an annual budget of $5-5.5million which serves an annual audience of approximately 60,000 people in one of the most culturally vibrant cities in the nation. The LPO exists to transform people and communities through music and serves as a cultural leader throughout New Orleans, southeastern Louisiana, and communities across the state.
Rooted in one of the world’s most influential musical cities, the Louisiana Philharmonic Orchestra reflects both the artistic traditions and creative spirit that define New Orleans. Through artistic excellence, education, and community engagement, the organization creates meaningful musical experiences that connect audiences across generations and communities.
Over a full 32-36-week season, the LPO presents a broad portfolio of programming in New Orleans and across multiple adjacent parishes that reflects both tradition and innovation. Annual offerings include classical subscription performances, chamber music, education initiatives, community engagement programming, contemporary music, cross-genre collaborations, pops, family programming, and performances that celebrate Louisiana’s cultural identity and musical heritage. Recent seasons have featured world premieres, contemporary compositions by living composers, partnerships with local artists, collaborations across artistic disciplines, and programming designed to broaden access and deepen relevance.
Each year, the organization reaches tens of thousands through performances, education initiatives, and community engagement programs. The LPO Academy provides sustained musical instruction for nearly 500 students across partner schools, while broader education and engagement initiatives serve more than 14,000 young people and families annually. The orchestra partners with educational institutions, cultural organizations, civic leaders, and community organizations to strengthen access to music.
As resident orchestra partner to major cultural organizations and touring artists, the LPO occupies a unique role within New Orleans’ cultural ecosystem and contributes meaningfully to the civic and cultural vitality of Louisiana.
The LPO has a tri-partite organizational governance structure comprised of 67 full-time musicians, an administrative staff, and a Board composed of two-thirds community trustees/one third musicians. The organization’s distinctive musician-governed model creates an extraordinary culture of ownership, collaboration, entrepreneurship, and institutional commitment. This model has defined the orchestra since its founding and remains central to its identity and success.
THE OPPORTUNITY
The Louisiana Philharmonic Orchestra stands at an important moment of institutional opportunity.
Building upon artistic momentum, expanding impact, strengthening educational reach, and deepening community partnerships, the organization seeks a leader who can guide the orchestra through its next phase of growth and sustainability.
The next Executive Director will inherit:
• A nationally distinctive governance model
• Strong artistic leadership
• Deep community roots
• Meaningful education initiatives
• Engaged musicians, Board, volunteers, and staff
• A recognized civic role within one of America’s most culturally significant communitiesThe next Executive Director will play a central role in:
• Strengthening long-term financial sustainability
• Expanding philanthropy and contributed revenue
• Growing earned revenue opportunities
• Increasing audience engagement and participation
• Building statewide visibility and impact
• Advancing strategic planning initiatives
• Strengthening operational excellence
• Positioning the LPO as an essential civic and cultural institution for Louisiana’s futureThis role requires an executive who understands and appreciates both the art and enterprise of primarily orchestral but includes all forms of music — someone who combines strategic vision with operational rigor, financial discipline with entrepreneurial thinking, and community leadership with a deep appreciation for artistic excellence.
KEY DUTIES AND RESPONSIBILITIES
Strategic Leadership
The Executive Director will:
• Lead development and implementation of organizational strategic priorities
• Partner with Board leadership, Music Director, volunteers and musicians to advance long-term institutional goals
• Foster innovation while preserving organizational mission and artistic excellence
• Position the organization for long-term sustainability
• Lead organizational planning initiatives
• Identify opportunities for strategic growth and institutional advancement
• Monitor industry trends and evolving audience behaviorsFundraising and Philanthropy
The Executive Director will:
• Serve as chief fundraiser and lead ambassador
• Personally cultivate, solicit, and steward major gifts
• Expand relationships with foundations, corporations, government agencies, and individual donors
• Support annual, campaign, endowment, and planned giving initiatives
• Strengthen contributed revenue performance
• Partner closely with development staff and Board leadership
• Advance institutional fundraising strategy
• Build philanthropic culture across the organizationFinancial and Business Leadership/management
The Executive Director will:
• Oversee financial planning, budgeting, forecasting, and reporting
• Ensure responsible stewardship of organizational resources
• Develop multi-year financial sustainability strategies
• Monitor performance through measurable operational and financial indicators
• Expand earned revenue opportunities
• Strengthen business operations and organizational systems
• Support data-informed decision-making practices
• Ensure compliance and sound governance practicesAudience Development and Community Engagement
The Executive Director will:
• Lead strategies to expand audience growth and retention
• Enhance the organization’s visibility and community impact
• Foster accessibility and audience relevance initiatives
• Expand partnerships across education, tourism, business, government, and community sectors
• Support education and community engagement programming
• Position the LPO as an essential civic institution
• Advance initiatives that broaden participation and deepen community connectionOrganizational Leadership
The Executive Director will:
• Recruit, develop, manage, and retain high-performing staff
• Foster accountability, transparency, and collaboration
• Build organizational culture aligned with mission and values
• Support professional development and leadership growth
• Promote effective cross-functional communication
• Lead changes in management initiatives when necessary
• Assure excellent communication with audiences, Board, and musiciansExternal Relations and Advocacy
The Executive Director will:
• Serve as a primary organizational spokesperson
• Represent the organization with elected officials, civic leaders, donors, media, and community stakeholders
• Strengthen institutional visibility and reputation
• Build strategic partnerships that advance mission and sustainability
• Advocate for arts investment and cultural policy priorities
• Participate actively in industry leadership organizations and broader civic conversationsQUALIFICATIONS
The successful candidate will demonstrate:
Required Experience
• Minimum 10 years of progressive leadership experience
• Significant executive or senior leadership experience within nonprofit, performing arts, cultural, higher education, mission-driven, or complex enterprise organizations
• Demonstrated fundraising success
• Experience managing significant operating budgets
• Strategic planning and organizational leadership experience
• Team leadership and talent development experience
• Ability to direct and motivate all components of the organization
• Exceptional communication and relationship-building skillsPreferred Experience
• Experience within orchestras or performing arts institutions
• Knowledge of nonprofit governance structures
• Familiarity with orchestra economics and labor environments
• Experience with collective bargaining environments
• Audience development and earned revenue strategy experience
• Experience leading organizational transformation initiativesBachelor’s degree required. Advanced degree greatly preferred.
Traits and Characteristics
The ideal candidate will demonstrate:
• Strategic acumen
• Fundraising confidence and proven success
• Entrepreneurial mindset
• Financial sophistication
• Collaborative leadership style
• Emotional intelligence
• Exceptional interpersonal skills
• Sound judgment
• Adaptability and resilience
• Creativity and innovation
• Transparency and integrity
• Commitment to mission-driven leadership
• Passion for orchestral music and community impactThe successful candidate will inspire trust and transparency across musicians, Board leadership, staff, volunteers, donors, and community stakeholders while advancing a compelling vision for the organization’s future.
REPORTING RELATIONSHIPS
The Executive Director reports directly to the Louisiana Philharmonic Orchestra Board of Trustees and oversees the administrative staff leadership team.
The Executive Director works collaboratively with orchestra musicians and the Music Director to advance institutional priorities and organizational success.
COMPENSATION AND BENEFITS
The Louisiana Philharmonic Orchestra offers a competitive salary and comprehensive benefits package commensurate with experience.
Applications
Please submit a cover letter that describes your interest and qualifications for the position. Send with a resumé and the names of three professional references.
All applications will be treated as confidential. References will not be contacted without applicant’s knowledge and agreement. Electronic submissions are preferred (MS Word or Adobe Acrobat attachments only, please).
Email: louisianaphilharmonicedsearch@gmail.com
For priority consideration, please submit application materials by June 20, 2026.
- The Movie Star Who Doesn’t Exist
Good Morning,
A top celebrity-profile writer set out to interview Tilly Norwood and ran into a problem: she isn’t a person (The New York Times). The AI “actress” has no inner life to report, which didn’t stop anyone from trying.
Bookstores are supposed to be dying, but that’s old conventional wisdom. The count is actually growing, and briskly (AP). Publishing is supposed to be glamorous; but here’s how the business really works (The Republic of Letters).
Supposedly, the tuning reference for music — A=440, got nudged down to A=432Hz, supposedly because it’s more soothing. But what’s the evidence? (AP).
Then a couple of good news stories: When a keyboardist fell ill mid-show in Sydney, a university student climbed onstage and finished the performance (The Guardian). And Chicago’s stand-up comics, gig workers in the truest sense, finally have a path to health insurance (WBEZ).
Meanwhile, someone peeled Maurizio Cattelan’s duct-taped banana off a museum wall and walked off with it — and the museum wants to prosecute (ARTnews). You can steal the fruit. Good luck stealing the concept.
Doug
- A New Partnership Helps Stand-Up Comics In Chicago To Finally Get Steady Health Insurance
The Health Alliance for Chicago Comedians is building a pilot program to help 10 comics pay insurance premiums through the Affordable Care Act’s next open enrollment period. Stand-up comedians, especially early in their careers, often take gigs and side jobs which offer no insurance. – WBEZ (Chicago)
- It’s Just A Few Cents: More People Are Listening To Music Pitched Down To A=432Hz
“Music recorded in 432 hertz (cycles per second) is taking off on social media platforms and music streaming services. … Scientists say there’s no robust evidence that music tuned to 432 hertz has any special benefits or healing properties. Some musicians and listeners say it helps them connect with nature, relax or concentrate.” – AP
THEATRE
VISUAL
- Study: Humans Need “Semantic Knowledge” To Innovate
The research demonstrates that our “semantic knowledge”, the internal cognitive map of how concepts connect and apply to one another, is the absolute precondition for meaningful invention. – Neuroscience
- We Need Artists To Collaborate With AI
Machine learning represents a seismic shift, both in society and in the arts, and we need storytellers, artists, teachers and thinkers in this space to help determine the direction of that shift and help us navigate this unfamiliar territory. – The Guardian
- The World Is Becoming Automated Around Us. Are Humans Losing Autonomy?
Computers talk to computers, producing information to train computers to sound more like humans or to better engage them. Humans type into the box, scroll, and wait. – The Atlantic
- Oakland Creatives Are Having A (Possibly Long Overdue) Heck Of A Year
“The Town has seen its homegrown talent reach new levels of success on the global stage, from figure skater Alysa Liu earning Olympic gold in Milan to filmmaker Ryan Coogler winning four Oscars for his blockbuster Sinners and R&B powerhouse Kehlani receiving two Grammy Awards.” – San Francisco Chronicle (MSN)
- Saying No To New Gadgets Might Make Us Happier
Just in case you’ve missed multiple strains of philosophy, ethics, and “happiness studies” over the years, not to mention Buddhist thought, well: “When we encounter something new, we get a dopamine hit. … But sometimes novelty seduces us without offering anything meaningful.” – Fast Company
