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- The McCallum Theatre seeks Vice President—General Manager
Organization
The McCallum Theatre (the McCallum), operated by Friends of the Cultural Center, Inc., is a premier performing arts institution dedicated to entertaining, educating, and enriching the Coachella Valley through world class performances and transformative arts education. Rooted in the belief that the performing arts foster connection, creativity, and community vitality, the McCallum serves as both a cultural anchor and an artistic catalyst for the region. Located in Palm Desert, California, the McCallum was established in 1988 through a visionary public-private partnership among the City of Palm Desert, the Desert Community College District, and the Friends of the Cultural Center, Inc. Its 1,127 seat venue, designed with state of the art acoustics and technical capabilities, has earned a reputation as one of Southern California’s most distinguished performance spaces, welcoming artists and audiences from across the country and around the world.
Education and community engagement are central to the McCallum’s mission. Through its award winning McCallum Theatre Education program, the organization serves more than 40,000 students, educators, and community members each year. Classroom residencies, student matinees, teacher professional development, and deep partnerships with schools and community organizations bring the arts directly into learning environments, expanding access and nurturing creativity, confidence, and academic growth among young people. This commitment to equitable arts education has positioned the McCallum as a leader in regional cultural enrichment.
Each season, the McCallum Theatre presents a dynamic array of performances that span Broadway productions, classical and popular music, dance companies, comedy, and world renowned solo artists. The 2025–2026 season features national touring productions, global music ensembles, celebrated performers, and beloved community traditions such as the Palm Desert Choreography Festival and the Open Call Talent Project. This breadth of programming reflects the McCallum’s dedication to artistic excellence, cultural diversity, and community relevance, drawing audiences from across the Coachella Valley and beyond.
Friends of the Cultural Center, Inc. d/b/a McCallum Theatre is governed by a 52 member board of trustees led by Chairman Garry Kief, with Yvonne Bell serving as President and Chief Executive Officer. For the fiscal year ending July 31, 2024, the organization’s audited financial statements, which include the McCallum Theatre Foundation, reported total revenue of $25.3 million, including $11.3 million from contributions and grants, $11 million from program services, and $2.5 million from investment income. Total expenses were $19.6 million, underscoring the scale and impact of the Theatre’s artistic and educational work. For the year ending July 31, 2026, the organization expects to continue its pattern of generating an annual surplus.
Sources: edited from mccallumtheatre.org; propublica.org
Community
Set against the dramatic backdrop of the Santa Rosa and San Jacinto Mountains, Palm Desert is a warm and welcoming community at the heart of the Coachella Valley, a region of more than 450,000 year round residents that expands to over 800,000 during the peak season. Incorporated in 1973, the city has grown into a vibrant desert oasis where natural beauty meets contemporary comfort. While Palm Desert itself is home to just over 50,000 year round residents, it serves as a central hub within this larger valley community, offering sweeping mountain vistas, sun drenched skies, and a climate that invites outdoor living nearly every day of the year. With less than three inches of annual rainfall and more than 340 days of sunshine, Palm Desert provides an environment where hiking trails, golf courses, and open air gathering places are woven into daily life.
Palm Desert’s lively cultural and commercial corridors reflect the broader region’s spirit of creativity and exploration. El Paseo, often called the “Rodeo Drive of the Desert,” is lined with galleries, boutiques, and cafés that draw visitors from across the Coachella Valley and beyond. Families enjoy an array of amenities, from expansive parks and community centers to The Living Desert Zoo and Gardens, a beloved destination for residents throughout the valley. Palm Desert’s hospitality tradition runs deep, shaped by the arrival of luxury resorts and golf clubs beginning in the late 1970s. Today, more than 30 hotels and 5,000 guest rooms welcome travelers from around the world, contributing to a regional tourism economy that thrives during the high season. The city’s celebrated golf culture—rooted in the opening of Shadow Mountain Golf Club in 1948—continues to flourish alongside tennis, hiking, and the valley’s growing enthusiasm for pickleball.
Palm Desert’s cultural life is equally dynamic and plays a significant role in the artistic identity of the entire Coachella Valley. The McCallum Theatre anchors the performing arts landscape, presenting national touring productions, concerts, dance companies, and community showcases that draw audiences from every corner of the region. The city also holds a distinctive place in music history as the birthplace of the Palm Desert Scene, the influential ’90s movement that helped shape the stoner rock genre and launched bands such as Kyuss and Queens of the Stone Age. Artists, performers, and public figures have long been drawn to the area’s serenity and creative energy, contributing to a community that values both artistic expression and a relaxed desert sensibility.
Palm Desert’s educational and civic landscape further strengthens its role as a regional center. The city is home to the main campus of College of the Desert as well as branches of UC Riverside and Cal State San Bernardino, making Palm Desert the Coachella Valley’s hub for public higher education. A network of private schools, cultural organizations, and community groups, including the Jewish Federation of the Desert, adds depth and connection to local life. The city’s economy is stable and diverse, with approximately 24,145 households, of which about 64 percent are owner occupied. The median household income is roughly $79,500, and the median home value is approximately $491,600. Palm Desert’s population reflects a broad mix of residents, including about 68 percent white and 26 percent Hispanic or Latino, along with smaller percentages of other groups. Together, these elements create a community defined by openness, accessibility, and a distinctive blend of desert tranquility and cultural vibrancy—qualities that resonate across the entire Coachella Valley.
Sources: www.palmdesert.gov; www.visitgreaterpalmsprings.com; www.desertusa.com
Position Summary
The Vice President—General Manager will bring a proven ability to build trust with a wide range of stakeholders and, in collaboration with the President & CEO, will guide the McCallum Theatre’s artistic vision by managing program bookings, logistics, contract administration, and season scheduling. They will ensure that programming serves the community and delivers meaningful cultural opportunities for the Coachella Valley and beyond, drawing on a solid history of programming as both presenter and producer and staying informed about trends and competitive offerings to help sustain a dynamic and successful season. The Vice President—General Manager will demonstrate knowledge of the arts and community while fostering a cohesive internal team and staff culture that integrates innovative approaches with industry best practices across programming, production, marketing, front of house, and box office. They will cultivate strong industry relationships and work directly with agents, artists, programs, and internal staff to ensure clear communication, accurate agreements, and the smooth execution of contracts that comply with legal and organizational policies. Reporting directly to the President & CEO, the Vice President—General Manager will help ensure that the organization fulfills its mission through its artistic programming, educational offerings, productions, community partnerships, and staffing.
Role and Responsibilities
Artistic Programming and Contracting
- Articulate with the President & CEO an overall artistic vision consistent with the organizational mission that models current industry trends, audience demographics, and local competitor programming, prioritizing a balance of local, regional, and national touring artists and events that appeal to multi-generational audiences.
- Develop, present, select, and contract annual programming of multi-disciplinary offerings, including music, theatre, dance, lectures, film, and multimedia programs, and associated year-round scheduled activities designed to bring dynamic cultural activity to the Coachella Valley.
- Nurture and sustain strong relationships with presenters, promoters, and talent representatives, including attending booking conferences.
- Serve as the primary point of contact for booking, negotiating all artist contracts, and executing offer letters to agents, managers, and artists’ agents to confirm terms, and coordinate details for artist and program engagements.
- Build strong relationships with fellow presenters, national and local guest artists/ensembles, and other production companies, and industry stakeholders to support ongoing and future collaborations, shared expenses, and block booking.
- Embrace and support additional artistic programming and contracting responsibilities as needed.
General Management and Operations
- Partner with the President & CEO to contribute to, oversee, guide, and implement McCallum Theatre’s long-term strategic planning.
- Serve on the senior management team as a creative partner, between senior management, the marketing, finance, and development departments, the production staff, the box office, and front of house staff, so all parties have the most up-to-date and correct information, including occasional attendance and presentations at board meetings as requested.
- Manage key business agreements, utilizing relevant experience in programming, logistics, and maintenance of a multi-use multi-venue facility for items such as ongoing union and lease agreements, operations management, and service contracts.
- Oversee all theatre rental activity, including evaluating rental requests, negotiating terms, coordinating internal departments, ensuring contract compliance, and maximizing earned revenue while protecting the integrity of the McCallum Theatre’s mission, brand, and operational capacity.
- Guide operations to ensure employees and business practices comply with regulatory and legal requirements, ensuring the facility is maintained in the safest, most creatively conducive environment possible.
- Supervise and manage emergency response training to ensure staff and volunteer preparedness during performances and on non-performance days.
- Monitor advancements in technology, including newly developed software and hardware resources in partnership with the President & CEO and department heads, to guide new system implementations, ongoing maintenance, and multi-year facility upgrades.
- Advise on capital projects regarding facility maintenance, system upgrades, large construction multi-year facility renovation projects, capital expansion planning, and expenditures for replacement of aging systems and equipment as needed, with an emphasis on safety.
- Embrace and support additional general management and operations responsibilities as needed.
Staff Leadership and Team Communication
- Manage and support staff members, monitoring productivity, while also providing constructive feedback, reinforcing accountability, encouraging proactive approaches, and ensuring adherence to legal and organizational policies.
- Assist the McCallum to grow in all regards, guiding department heads to be open to both new internal and external perspectives, where challenges are viewed as opportunities to achieve and excel, and encouraging a pathway for growth and creative solutions to the work.
- Further unity across all departments to align with the organization’s greater mission, while proactively working against silos, to build a safe creative space, and foster team building in which staff members are advocates for each other, accountable for the work, and partners to do their best work.
- Empower department heads to respond to the needs of and challenge their staff, nurturing critical thinking skills, encouraging accountability with clear lines of communication, and incorporating various strategies to achieve the highest professional standards that align with industry best practices.
- Oversee the hiring, supervision, and mentoring of programming and front of house staff, providing professional development and growth to attract, retain, and empower highly qualified employees and volunteers to ensure organizational growth and sustainability.
- Provide strategic oversight of the volunteer usher program, ensuring exceptional patron service through recruitment, training, scheduling, and performance standards.
- Ensure that creative teams, production staff, development, marketing, box office, finance, and education staff receive all relevant production information with clarity and in a timely manner, responding promptly to inquiries, as well as providing regular communications to long-term artist partners, including both internal staff and outside contract services.
- Embrace and support additional staff leadership and team communication responsibilities as needed.
Production Supervision
- Analyze the annual production calendar and staffing for better system options, creating, building, and establishing new policies and procedures on how shows are produced, including the implementation of new administrative resources, system programs, and strategies.
- Create season performance schedules and oversee the master calendar, in conjunction with other departments and relevant stakeholders, to establish, communicate, and manage production schedules, including the scheduling of all related events.
- Provide artistic leadership and guidance to all artistic teams and partners throughout the entire production process, from selecting performance offerings to advising and consulting with the production staff, as well as ensuring readiness for each show’s opening and run.
- Track artist and program payments, deposits, and settlement requirements, working with Finance to ensure accuracy and compliance.
- Embrace and support additional production supervision responsibilities as needed.
Traits and Characteristics
The Vice President—General Manager will be a strong collaborator with an innovative spirit, modeling a strong work ethic and demonstrating passion and dedication. Ensuring that programming resonates with all the Coachella Valley communities, the Vice President—General Manager will uphold the McCallum’s commitment to professional excellence. As a creative, innovative programmer and producer, they will be an effective communicator and able to deliver high-quality performances and motivate teams with a clear sense of purpose. They will be resilient, flexible, and positive, as well as an effective, detail-oriented team builder and project manager who can inspire, coach, manage, and mentor a large staff. They will be a strong, knowledgeable, experienced, and organized leader who finds joy and fulfillment in the work.
Other key competencies include:
- Self-Starting and Leadership – The fortitude to effectively demonstrate initiative and willingness to begin working, along with the skill to organize and influence people to believe in a vision, while also creating a sense of purpose and direction.
- Teamwork and Influencing Others – The ability to cooperate with others to meet objectives, while also being personally able to affect others’ actions, decisions, and opinions.
- Problem Solving and Resiliency – The dexterity to be able to define, analyze, and diagnose key components of a problem to formulate a solution, as well as the agility to quickly recover from adversity.
- Time and Priority Management – The organizational acumen to prioritize and complete tasks to deliver desired outcomes within allotted time frames.
Qualifications
The Vice President—General Manager will have the equivalent of a bachelor’s degree in Theatre, Arts Administration, Business, or a related field, or two to four years of equivalent professional experience in performing arts programming, booking, or contract administration. Excellent interpersonal, written, and verbal communication, and supervisory skills are essential, with the ability to lead, motivate, and manage diverse teams required. Strong financial and operational management skills, including oversight of a similarly sized budget and staff, are highly desirable. A thorough knowledge of music and the performing arts, coupled with a proven track record in programming, presenting, and engaging audiences, is preferred in addition to experience in operating and managing a successful performing arts center. Strong organizational and administrative skills, with the ability to handle multiple projects and deadlines simultaneously is expected. Familiarity with standard artist and program agreements, contracts, riders, and industry practices, ability to interpret legal language, and an understanding of implications for the organization, with an attention to detail and accuracy in contract review and financial documentation, is necessary. Proficiency with Microsoft Office, venue management software (Momentus Elite), and IT experience is advantageous. CRM and database experience, in particular Tessitura, is desirable. Ability to work flexible hours, including evenings and weekends during performance periods, is required.
The McCallum values the many ways leadership and operational expertise are developed, both professionally and personally, and strongly encourages applications from individuals whose lived experience and diverse career paths have comparably prepared them to provide operational and cultural leadership at the highest level.
Compensation and Benefits
The McCallum Theatre offers a competitive compensation package with an estimated salary range between $170,000 and $185,000, plus benefits.
Applications and Inquiries
To submit a cover letter and resume with a summary of demonstrable accomplishments (electronic submissions preferred), please visit https://artsconsulting.com/opensearches/mccallum-theatre-seeks-vice-president-general-manager/
McCallum Theatre provides equal employment opportunities to all employees and applicants for employment and prohibits discrimination and harassment of any type without regard to race, color, religion, age, sex, national origin, disability status, genetics, protected veteran status, sexual orientation, gender identity or expression, or any other characteristic protected by federal, state, or local laws. This policy applies to all terms and conditions of employment, including recruiting, hiring, placement, promotion, termination, layoff, recall, transfer, leaves of absence, compensation, and training.
- Good Morning
Today’s AJ highlights: In Washington, the Kennedy Center’s employment situation has become something of a farce: the newly hired VP of artistic programming has resigned after just two weeks on the job. (The New York Times). And the manager of artistic planning has been fired (reports the Kennedy Center). Former CNN anchor Don Lemon was arrested by federal agents in Los Angeles, an escalation that followed a judge’s prior rejection of charges against him while covering a demonstration in Minneapolis (AP). The former general manager of Sacramento’s Capital Public Radio has been arrested for allegedly embezzling more than $1.3 million (The Sacramento Bee).
A “resistance of the analog” is taking hold. Yale professors are increasingly requiring students to read on paper, banning screens to force a direct, unmediated encounter with texts in an age of AI (Yale Daily News). And there are new arguments that while AI can mimic competence, it cannot replicate the “uniqueness” of human memory and memoir (Aeon). Continuing the analog thread, psychologists are arguing for more “pockets of serenity” in cities to counteract the sensory overload of modern life (Psyche).
Finally, institutions are getting creative—and populist—to survive. Palo Alto Players has begun offering free childcare to lower barriers for audiences (San Francisco Chronicle (Yahoo!)) , while the Detroit Opera is welcoming George Clinton and Parliament-Funkadelic for a full symphonic collaboration (AP). And in a twist of market irony, public television is being buoyed not by high art, but by the “happy little trees” of Bob Ross, whose paintings are now fetching nearly $800,000 at auction in benefit of public media (Artnet).
All of today’s stories below.
- President & CEO – Wharton Arts
Wharton Arts
(https://whartonarts.org/)With a history spanning nearly five decades, Wharton Arts is New Jersey’s largest independent non-profit community performing arts educator, serving nearly 2,000 students annually through a broad spectrum of musical programming. Four core programs – the New Jersey Youth Symphony, New Jersey Youth Chorus, Paterson Music Project, and Wharton Performing Arts School – provide exceptional performing arts education for students of all ages, abilities, and backgrounds.
Developed more than 45 years ago, the New Jersey Youth Symphony (NJYS) is a tiered orchestral program that offers ensemble education opportunities for more than 500 students in grades 3 through 12. NJYS ensembles have performed at venues ranging from the New Jersey Performing Arts Center, Carnegie Hall, The Kennedy Center, and Musikverein in Vienna to local assisted living centers, libraries, and street fairs in New Jersey. NJYS has received awards for adventurous programming from the American Society of Composers, Authors, and Publishers (ASCAP) and has been on six European tours, most recently to Italy and France in 2023. NJYS’s flagship ensemble, Youth Symphony, will travel to Scandinavia, Finland, and the Baltics, including Estonia, Latvia, and Lithuania, in the summer of 2026.
Paterson Music Project (PMP) is an El Sistema-inspired program that uses music to empower and inspire young people through the community experience of ensemble learning and playing. PMP provides accessible, affordable, and high-quality instrumental instruction and focuses on musical excellence, community, and life skills. Since its inception in 2013, the program has grown from one class of 24 third graders to nearly 350 students in first to twelfth grades, providing tuition-free musical training to students from more than 25 schools throughout Paterson. PMP’s first class of third graders graduated from high school in June 2023. PMP now engages alumni as interns and leaders in the program.
The New Jersey Youth Chorus (NJYC) merged with Wharton Arts in 2022 as the Chorus celebrated its 30th anniversary season. NJYC is an auditioned choral ensemble for students in grades 3 through 12. NJYC encourages a love and appreciation for choral music while nurturing personal growth and creativity. NJYC’s more than 150 members regularly perform throughout the state and tour across the country. Past performances include the White House, the Super Bowl, Carnegie Hall, The Kennedy Center, and Radio City Music Hall. In the summer of 2025, 30 choristers toured Germany, Belgium, and the Netherlands, appearing at renowned venues including the Cologne Cathedral, Bonn Cathedral, and Menin Gate in Ypres.
The Performing Arts School (PAS) provides instrumental and vocal instruction, musical theatre, drama, and other courses for students ages four through adult. PAS promotes personal growth through excellence in music education. PAS students have participated in music festivals and recitals in venues that include Carnegie Hall, Lincoln Center, and the Musik Quartier in Vienna. A member of the National Guild for Community Arts Education, Wharton Arts offers private and group lessons, summer camp, and a CAFÉ (Creative Aging for Everyone) Choir for aspiring and accomplished musicians alike.
Wharton Arts is governed by a Board of 17 Trustees, has an annual operating budget of approximately $4 million and a team of more than 100 artistic and administrative staff members. Trustee Erika Fanelle is Interim Executive Director; Helen Cha-Pyo is Artistic Director and Principal Conductor. Wharton Arts operates three campuses located in Berkeley Heights, New Providence, and Paterson, New Jersey and draws students from twelve New Jersey counties.
The Opportunity
The President and CEO of Wharton Arts will assume a newly defined and expanded leadership role that includes responsibility for all aspects of the organization, both artistic and administrative. The CEO will have the opportunity to work with a dedicated and engaged board, faculty, and staff as they continue to expand the depth and reach of their education programs for children and adults. The CEO will take a lead role in developing the resources needed to secure a new shared music education facility for NJYS, NJYC, and the Performing Arts School. The CEO will ensure that Wharton Arts continues to represent the highest standards of excellence in music education programs and activities.
The Position
Reporting to the Board of Trustees through the Co-Chairs, the President and CEO provides leadership and vision to ensure that Wharton Arts fulfils its mission and achieves its goals for excellence in music education, community engagement, and long-term financial sustainability. The CEO is responsible and accountable for all aspects of Wharton Arts’ administration and operations, including: artistic planning and operations; budgeting and financial management; fundraising and external relations; program administration; marketing, promotion, and public relations; site development and facilities management; human resources; and community engagement. The CEO fosters an environment that allows Wharton Arts to recruit and retain the highest quality artistic and administrative staff.
The President and CEO articulates the vision, mission, and goals of Wharton Arts to internal and external audiences. The CEO takes a leadership role in the identification, cultivation, and solicitation of donors. The CEO leads the planning and execution of a capital campaign for a new music education facility. The CEO serves as chief spokesperson for Wharton Arts and advocate for the importance and value of music education throughout the community.
The President and CEO oversees the financial management of Wharton Arts, including budgeting, financial planning, and management of cash flow. The CEO assures that Wharton Arts achieves its annual and long-term budget goals for enrollment and earned and contributed income. The CEO maintains transparency in financial reporting to internal and external audiences and ensures that the Board and the Finance Committee have the information they need for sound decision-making.
The President and CEO leads Wharton Arts strategic planning. The CEO ensures the effective development and utilization of the human resources needed to accomplish the organization’s mission. The CEO oversees the recruitment and selection of faculty and the evaluation of faculty, programs, and curriculum. The CEO gives leadership and guidance to the artistic and administrative staff and provides a welcoming environment for students, parents, families, and other community stakeholders.
The President and CEO represents Wharton Arts in New Providence, Berkeley Heights, and Paterson, in Union, Passaic, and neighboring counties, and is an active member of the arts and education community throughout the state and nationally.
Candidate Profile
The ideal candidate will be a proven leader with the ability to embrace and articulate the vision, mission, and goals of Wharton Arts with clarity and conviction. The successful candidate will have a passionate belief in the value and importance of music education and the role that a vibrant music education center plays in development of children and the cultural life of a community. The candidate will have significant successful leadership and management experience with performing arts and/or music education organizations.
The successful candidate will be a strategic thinker with the vision and imagination to chart future directions, recognize opportunities, forge consensus, and harness the energies of diverse constituencies to accomplish common goals. The CEO will be a good listener with excellent interpersonal skills. The CEO will be decisive leader and a fearless agent for change when change is needed.
The successful candidate will be an enthusiastic fundraiser with the proven ability to achieve and exceed organizational goals for philanthropic support. The candidate will have strong experience in all aspects of fundraising, including annual giving, special events, and endowment campaigns. Experience achieving capital campaign goals of $10 million or more will be a plus. The candidate will be able to speak and write persuasively to diverse internal and external audiences.
The successful candidate will be an experienced manager with the demonstrated ability to set expectations and assure both financial and operational accountability throughout the organization. The candidate will be able to lead staff in an environment that fosters creativity, a commitment to excellence, and teamwork. The candidate will be able to innovate, manage change, move an agenda forward, and resolve conflict.
The successful candidate will be knowledgeable about facilities and project management. The candidate will bring successful experience working with local governments, developers, and community leaders to create alliances that achieve shared goals.
The successful candidate will have an engaging public personality and presence, high energy, and excellent listening skills. The candidate will be a leader who fully embraces principles of inclusion, diversity, equity, and access. The candidate will have the ability to interact effectively with stakeholders who represent every aspect of diversity in age, education, gender, sexual orientation, race, religion, ethnicity, and socio-economic status.
The successful candidate will be kind, creative, curious, and flexible. The candidate will have at least ten years’ senior executive experience and will possess common sense, sound judgment, and good humor in abundance. The successful candidate will be willing and able to maintain a schedule that includes frequent evening and weekend events.
Compensation
The salary range for this position is $150,000 to $185,000, depending on qualifications and experience. Wharton Arts offers a comprehensive benefits package that includes health insurance, a retirement plan, professional development opportunities, and paid time off.
Applications
Wharton Arts welcomes recommendations, nominations, and applications from all qualified candidates regardless of race, religion, political affiliation, disability, sexual orientation, gender, national origin, or marital status, or any other basis protected by law. Candidates must be legally authorized to work in the United States.
Please submit a resumé along with a cover letter that describes your specific interest in the mission and work of Wharton Arts and your qualifications for the position as described in the candidate profile. On a separate sheet, provide the names and contact information for several professional references. All applications will be treated as confidential and references will not be contacted without the applicant’s knowledge and agreement.
Electronic submissions are requested. Please send to:
President and CEO – Wharton Arts
c/o Catherine French Group
applications@catherinefrenchgroup.com(Adobe Acrobat PDF attachments only, please)
- Chief Financial Officer – Sarasota Opera
Sarasota Opera is marking its 67th season of bringing internationally acclaimed opera to audiences on Florida’s Gulf Coast while celebrating the Centennial of its home, the historic Sarasota Opera House. The Company’s Winter Opera Festival will take place at the Sarasota Opera House in February and March 2026, and will include 34 performances of four major operas: La bohème, The Merry Widow, Il trovatore, and Susannah.
The Company was launched in 1960 in the historic 320-seat Asolo Theater on the grounds of Sarasota’s Ringling Museum of Art. In 1984, the Company moved into the former A.B. Edwards Theater, now the Sarasota Opera House. The 1,119-seat Sarasota Opera House, which underwent a $20 million renovation and rehabilitation in 2007, has been named “one of America’s finest venues for opera” by Musical America.
Since then, Sarasota Opera has gained an international reputation as one of the leading regional opera companies in the United States. The Company’s major artistic initiatives have included the Masterworks Revival Series, the American Classics Series, and the Verdi Cycle. The Company’s Sarasota Youth Opera is the most comprehensive youth opera program in the United States.
Since 1983, Sarasota Opera has been under the artistic leadership of Victor DeRenzi. In 1989, the Company and DeRenzi launched a monumental Verdi Cycle. When the Cycle concluded in 2016, Sarasota Opera became the only opera company in the world to have performed every note composed by Giuseppi Verdi. Since 2012, the Company’s administrative leader has been General Director Richard Russell. When Victor DeRenzi steps down as Artistic Director in May 2026, Richard Russellwill become General Director and Artistic Director.
Sarasota Opera is governed by a Board of 28 and has a year-round staff of 30, which grows to 200 during the winter season. The Company’s budget is $11 million.
The Position
The Chief Financial Officer (CFO) is the senior executive responsible and accountable for overseeing financial strategy, planning, and operations for Sarasota Opera. The CFO drives the processes of budgeting, forecasting, and financial analysis; ensures the Company’s compliance with government regulations, contracts, donor agreements, and reporting requirements; and ensures that controls are in place to protect the Opera’s assets and non-profit tax status.
The CFO maintains the integrity of the Company’s accounting systems and records, and ensures full and accurate integration of the accounting records with Tessitura and other applications in use by the Company. The CFO provides timely, accurate, and complete financial reports and information to the General Director, the Board, and the staff to guide and inform their decision-making. The CFO provides budgets, reports, and necessary financial data to the Development Department to support grant applications and fulfill reporting requirements.
The CFO monitors the Company’s bank accounts, cash flow, and investments and serves as liaison to the Company’s investment advisors. The CFO reviews all invoices, contracts, and agreements. The CFO is the liaison with the insurance agency and ensures that the Company has adequate coverages. The CFO oversees the payroll process to ensure accuracy and timeliness, and oversees the administration of employee benefits.
The CFO reports to the General Director, supervises the accounting staff, and works closely with the Treasurer of the Board and members of the executive management team. The CFO is the staff liaison for the Finance Committee, the Investment Committee; and the Audit Committee. The CFO provides reports and documents as needed for the annual audit and ensures that all tax filings are prepared correctly and in a timely manner. The ensures compliance with FASB and GAAP guidelines.
As a member of the executive management team, the CFO attends performances and events and serves as an ambassador for the Company with donors, patrons, and audiences as well as external stakeholders throughout the greater Sarasota community.
Candidate Profile
The ideal candidate will have significant senior financial management experience; thorough familiarity with non-profit fund accounting; proven budgeting, forecasting, and cash management ability; and a genuine interest in connecting audiences with opera. Experience working with a not-for-profit organization is essential; experience working with an opera company or other performing arts organization will be a plus.
The successful candidate will be thoroughly knowledgeable about, and experienced with, institutional planning and helping to shape, implement, and monitor strategic plans. The candidate will have a thorough working knowledge of the technology available to support finance and operations in a non-profit organization. Prior experience with Sage MIP Accounting and Tessitura will be viewed as an asset. The successful candidate will bring experience in human resources and benefits administration.
The successful candidate will be a leader with strong supervisory skills and a management style that encourages collaboration and teamwork. The candidate will be able to manage multiple deadlines and competing priorities with grace and good humor. The candidate will be curious, persistent, and nimble.
The successful candidate will be able to accept a work schedule that includes performances and events on nights and weekends during production periods. The candidate will welcome the opportunity to play a key role in the management of Sarasota Opera and become an active participant in the Sarasota community.
Compensation
Sarasota Opera offers a competitive compensation and benefits package. The annual salary range for this position is $110,000 to $125,000, plus a benefits package that includes paid time off; health insurance; life insurance; and a voluntary 403(b) retirement plan.
Applications
Sarasota Opera welcomes recommendations, nominations, and applications from all qualified candidates regardless of race, religion, political affiliation, disability, sexual orientation, gender, national origin, or marital status, or any other basis protected by law. Candidates must be legally authorized to work in the United States.
Please submit a resumé along with a cover letter that describes your specific interest in the mission and work of Sarasota Opera and your qualifications for the position as described in the candidate profile. On a separate sheet, provide the names and contact information for several professional references. All applications will be treated as confidential and references will not be contacted without the applicant’s knowledge and agreement.
Electronic submissions are requested. Please send to:
Chief Financial Officer – Sarasota Opera
c/o Catherine French Group
applications@catherinefrenchgroup.com(Adobe Acrobat PDF attachments only, please)
- How “The New Yorker Story” Became A Genre
“I hadn’t investigated this term in depth, but I understood it to mean ‘a short story that is meandering, plotless, and slight — full of middle-class people discussing their relentlessly banal problems.’ … But they were also good!” Those characteristics were deliberately shaped by the different preferences of two key editors. – Woman of Letters
- Lessons From The Aztecs: Rule By Coercion Never Works
The Aztec empire did not fall because it lacked capability. It collapsed because it accumulated too many adversaries who resented its dominance. This is a historical episode the US president, Donald Trump, should take notice of as his rift with traditional US allies deepens. – The Conversation
- The Real Oral History Of The Sundance Festival In Park City
“The sweetest, spiciest and most shocking Sundance stories are ones you don’t hear at Q&As inside the Eccles or Egyptian. … Who better to rewind the times than a group of filmmakers who had their lives changed by what went down during America’s most consequential gathering of independent film insiders?” – The Hollywood Reporter
- Perversely — AI Is Proving The Uniqueness Of Our Creativity
A great human artist, we’d like to believe, amplifies and defends the exceptionalist spirit of our species but, in an echo of the anxieties that haunted early photography, a demonised version of AI threatens to steal away our souls. – Aeon
- Painter Bob Ross, Public Media Rock Star
His painting are being sold to benefit public television. The latest, Change of Seasons (1990) led the sale, bringing in $787,900, more than 13 times its $60,000 high estimate. – Artnet
- If Radio Is Becoming Streaming What If NPR Ditched Radio?
What if NPR decides radio is no longer worth the hassle and puts all its efforts into streaming audio and podcasts? What if it drops the national linear feed altogether or simply lets on-air programming age out with over-the-air listeners? – Editor & Publisher
- Will Sundance Lose Its Magic When It Moves From Park City To Boulder?
While many acknowledge that the festival has outgrown the tiny ski resort where it started, “longtime Sundance-goers hope that the festival’s indie spirit won’t dim when it uproots for Colorado. And they’re happy that Sundance’s leadership opted to host the event in a college town that also boasts natural beauty.” – Variety
- Welcome To The Era Of De-Social Media
Platforms originally defined by keeping up with people you know, or have at least heard of, become something fundamentally different. – Intelligencer
- Take a Dip, Please, in NYC’s East River<a href="https://www.artsjournal.com/herman/2026/01/take-a-dip-please-in-nycs-east-river.html" title="Take a Dip, Please, in NYC’s East River” rel=”nofollow”>
Wishing that Stephen Miller, Gregory Bovino, Tom Homan, Kristi Noem, J.D. Vance, bigmouth Trumpscheisse, and the rest of his ilk were frozen in one of these ice floes? - Why Our Cities Need More Places Of Serenity
Perceptual psychologists have long studied what happens when people stare at uniform fields of colour without visual edges or contrasts. Sometimes, experiencing this kind of sensory deprivation can result in something known as the Ganzfeld effect: a response to a uniform field that causes the brain’s pattern recognition to work harder. – Psyche
- Why More Professors Are Making Their Students Read On Paper
“The English classroom is increasingly a kind of special place where it’s still possible to converse without the screen. AI only seems to make it more imperative to make sure that students are having a direct experience with the text.” – Yale Daily News
- Ex-General Manager Of Sacramento’s Public Radio Station Arrested For Embezzlement
“Capital Public Radio’s former general manager Jun Reina was arrested Thursday in connection to embezzlement, grand theft and forgery charges after prosecutors accused him of misappropriating more than $1.3 million from the NPR-broadcaster licensed to Sacramento State (University).” – The Sacramento Bee
- Why Small Liberal Arts Colleges Are The Education Of Choice
At a small liberal-arts college, where a cohort may number fewer than 500 people, admissions officers can also take a stronger hand in assembling a group of students who match the institution’s culture and its vibe while also having very different backgrounds. – The Atlantic
- When Students Are “Customers” Education Suffers
Over the past 15 to 20 years, declining numbers of college-age Americans and a seemingly endless rise in tuition have brought about a shift in power. Students are now treated like customers who rarely have to hear information that upsets them — because schools need their money to survive. – The New York Times
- Kennedy Center VP Of Artistic Planning, Resigns After Being On The Job Two Weeks
Kevin Couch, formerly the director of programming for ATG Entertainment, a British theater company, is the latest in a string of resignations and show cancellations since President Trump purged the center’s board and made himself chairman last year. – The New York Times
- This Theater Company’s Idea To Attract Audiences? Free Childcare
“At Palo Alto Players, the initiative is part of a broader effort to lower barriers to getting to the theater — one (Managing Director Elizabeth) Santana credits with putting the company in ‘a state of growth,’ a rarity in a Bay Area theater scene reeling from closed companies and abridged lineups.” – San Francisco Chronicle (Yahoo!)
- Parliament-Funkadelic For Full Symphony Orchestra, Now Playing In Detroit
“The Detroit Opera will showcase some of funk maestro George Clinton ‘s and P-Funk’s greatest hits this weekend, performed by violins, cellos, horns and other instruments tuned more for arias or sonatas than for tunes like ‘Flash Light,’ ‘(Not Just) Knee Deep’ and ‘One Nation Under a Groove.’” – AP
- As ICE Descends On Maine, Cambodian Immigrants Find Solace In Traditional Dance
Sokhoeun Sok came to the US in 2005 to teach traditional Khmer dance and is now a naturalized citizen. For now, she “is focusing on what she can control: each bend of the wrist, extension of the arm and kick of the heel” executed by her students. – The New York Times
- San Francisco Has A Public Space Ripe For Becoming The Next High Line
“The second-level promenade of the Embarcadero Center is one of the more scenic, beautifully landscaped, well-maintained spaces in San Francisco. … Yet despite its charms, the Embarcadero Center is also one of San Francisco’s most-underutilized spaces. … (It) can and should be our High Line — only better.” – San Francisco Chronicle (MSN)
- Former CNN Anchor Don Lemon Arrested Following Minneapolis Protest
“Lemon was arrested by federal agents in Los Angeles, where he had been covering the Grammy Awards, his attorney said. It is unclear what charge or charges Lemon is facing in the Jan. 18 protest. The arrest came after a magistrate judge last week rejected prosecutors’ initial bid to charge the journalist.” – AP
- Dudamel And New York Philharmonic To Present Operas At Carnegie Hall
“Initially, the Philharmonic and Carnegie Hall will collaborate for five seasons, with Dudamel leading the orchestra in an annual concert opera, beginning (this coming) November with a two-night run of Puccini’s Tosca.” The cast will include Marina Rebeka as Tosca, Jonas Kaufmann as Cavaradossi and Ludovic Tézier as Scarpia.” – The New York Times
- Kennedy Center Fires Senior Director Of Artistic Operations
Sarah Kramer “(had) spent the past decade rising through the ranks of the once-venerated cultural institution. She started as an assistant manager for special programming in 2016. Over the years, she was promoted to assistant manager, then manager for programming, then director, and finally senior director of artistic operations.” – The Daily Beast
- Columbia Museum of Art – Executive Director
The Columbia Museum of Art (CMA), in Columbia, South Carolina, an AAM-accredited institution, seeks an Executive Director to build upon its 75-year legacy. The Director will be charged with charting new pathways for growth, engagement, sustainability, and implementing an ambitious strategic plan. As the preeminent art museum in South Carolina’s capital, the CMA has been a dynamic prominent cultural anchor in the region for decades. Founded in 1950 and celebrating its 75th anniversary in 2025, it was born from the inspired philanthropy of local citizens and has grown from its origins in the former Taylor House into a modern 25-gallery facility in the heart of Columbia’s vibrant Main Street district. The CMA is driven by its mission “to spark powerful connections through art from around the corner and around the world in an environment that is welcoming to all,” fostering an inclusive and participatory environment where diverse audiences can experience, learn, and create.
CMA’s distinguished collection of more than 7,000 works spans 5,000 years of global art history, with strengths in European Renaissance and Baroque painting, 19th-century American art, and Asian ceramics. The Museum is also deeply committed to modern and contemporary art, featuring works by seminal artists such as Andy Warhol, Georgia O’Keeffe, and Robert Rauschenberg, alongside significant pieces by leading Southern artists. This breadth allows it to present a compelling narrative of artistic achievement across cultures and time periods, which it activates through a robust schedule of both nationally touring exhibitions and innovative installations drawn from its own holdings.
The Museum operates as a vital community nexus, welcoming approximately 135,000 visitors annually from the greater Columbia area, across the state of South Carolina, the Southeast, and beyond. Its impact extends beyond its walls through extensive educational outreach, serving over 30,000 students and educators each year with curriculum-based tours, hands-on workshops, and partnerships with local schools. Public programs including artist talks, film series, and community festivals reinforce the CMA’s role as a gathering place for dialogue and creative expression. The Museum’s participation in Columbia’s annual “Artista Vista” gallery crawl, highlights its integration into the city’s cultural and economic fabric.
With an annual operating budget of approximately $6 million and a dedicated staff of 35 full- and part-time employees, the CMA is poised for a transformative phase of leadership. Following a period of strategic assessment, the CMA Board of Trustees, the CMA Commission, and staff have recently developed a forward-looking, three-year Strategic Integration Plan. This plan establishes clear priorities for the institution’s next chapter: achieving Fiscal Sustainability; enhancing Donor Stewardship; pursuing Operational Excellence; stewarding the Collections and Exhibitions; and deepening Education, Engagement, and Outreach. The plan will be in its first year of implementation during the 2026-27 fiscal year, allowing the new Executive Director the opportunity to place their mark on how the strategic priorities are achieved.
The Opportunity
The next Executive Director of the Columbia Museum of Art will arrive at a pivotal moment, inheriting an institution celebrated for its world-class collection and Southern charm yet poised for transformative growth. They will be responsible for embracing the Strategic Integration Plan and bringing it to life, championing the Museum’s mission to be an inclusive, participatory hub where art and community thrive. This is an outstanding opportunity to lead a respected cultural institution into its next era by deepening financial resilience, expanding audience reach, and strengthening the CMA’s role as an indispensable part of the region’s economic, cultural, and social fabric.
The Executive Director, in partnership with an engaged Board, a passionate staff, and a supportive community, will focus on several key initiatives.•Articulate and lead a visionary path forward, demonstrating a 21st-century understanding of museums, a passion for the impact of the arts, and innovative strategies for audience engagement.
•Provide strategic leadership and financial oversight for the Museum, ensuring accountability for the core priorities of the Strategic Integration Plan: Fiscal Sustainability; Donor Stewardship; Operational Excellence; Collections and Exhibitions; and Education, Engagement & Outreach.
•Uphold excellence in collections care and exhibition programming, delivering world-class experiences that attract broad audiences and align with donor interests.
•Serve as the chief fundraiser and primary spokesperson, cultivating financial support and resources to meet both near-term and long-term goals, advancing the organization’s mission and programs, and building brand awareness locally, regionally, and nationally.
•Elevate the CMA’s profile by deepening investment in the regional community, championing the unique culture of Columbia and South Carolina, and cultivating strategic relationships with city, county, and state government, partner organizations, and key stakeholders.
•Oversee daily operations and executive direction for all museum programs, staff, and infrastructure, ensuring operational excellence and modernization of physical and technological resources.
•Foster a collaborative and inclusive organizational culture that empowers staff, engages the Board, and ensures the CMA is a welcoming and accessible place where all guests experience a sense of belonging.
Responsibilities and Expectations
•Work in close partnership with the Board of Trustees; actively engage and cultivate relationships with Trustees to foster involvement, stability, harnessing their best ideas, efforts, resources, and networks in support of the CMA’s mission.
•In partnership with the CMA Board of Trustees, the CMA Commission, and the senior team, implement the CMA’s Strategic Integration Plan to ensure organizational alignment and mission fulfillment.
•In close collaboration with the Director of Development, Development Team, Marketing and Communications, and other senior leadership, pursue and secure $6.1 million+ in annual support, in addition to $3 million in capital funding—through strategic donor engagement, a coordinated annual funding initiative, and diversified revenue streams.
•Persuasively communicate the CMA’s vision, direction, and strategy both internally and externally; serve as the primary spokesperson to build enthusiastic commitment, develop key partnerships, and promote the Museum’s collections and programs locally, regionally, and nationally.
•Manage, mentor, and lead a dedicated professional staff; foster a culture of excellence, communication, empowerment, and teamwork across the organization.
•Safeguard the integrity and longevity of the CMA’s collection while developing and delivering world-class exhibitions that meet the highest standards.
•Oversee and optimize the full donor journey along with the Director of Development, including membership structures and CRM systems, ensuring transparent, trust-building communication and stewardship at every phase.
•Actively steward relationships with city, county, and state government officials to maintain, strengthen, and expand financial and strategic support for the CMA’s mission, in partnership with a contract lobbyist and the Board.
•Maximize the use of physical facilities and resources; identify and prioritize opportunities for revenue generation, capital improvements, expansion, and address deferred maintenance.
•Along with the curatorial team, organize, plan, and promote a diverse and dynamic exhibition schedule that broadens audience appeal and aligns with donor and strategic interests.
•Work with the Chief Financial Officer to modernize and automate the CMA’s financial and operating systems to maximize efficiency, transparency, and support effective long-term planning.
•Embed principles of accessibility, inclusivity, and welcome across all facets of the CMA, while cultivating strategic partnerships to expand mission impact and visibility.Candidate Experience and Personal Characteristics
•A minimum of eight years of senior-level leadership experience within a museum, arts nonprofit, or comparable mission-driven institution, with a demonstrated passion for and connection to the visual arts.
•A bachelor’s degree or equivalent professional experience. Master’s degree preferred.
•A record of significant fundraising success, with ability to identify, cultivate, and solicit major gifts and grants. Capital campaign experience is highly valued.
•Strategic vision coupled with business and financial acumen, demonstrated through experience developing plans with a Board, managing complex budgets and operations to ensuring fiscal sustainability.
•A record of success in leading people, operations, and facilities, characterized by strong personal integrity, clear priority-setting, and a results-oriented approach to achieving organizational goals.
•Excellent management skills with an ability to attract, retain, and motivate a high-performing staff while fostering a collaborative, professional, and inclusive workplace culture.
•Communication and public engagement skills, with the ability to serve as the primary spokesperson, compellingly advocate for the museum’s mission, and build relationships with diverse stakeholders including donors, government officials, and the media.
•Partnership-building skills, with the ability to work effectively with a Board of Trustees and cultivate strategic alliances with community organizations and government entities to advance institutional goals.
•Knowledge of and a commitment to innovative arts education, community engagement, and the curation of thought-provoking exhibitions and programs that attract and engage broad, diverse audiences.
•Genuine enthusiasm for embracing the unique culture and community of Columbia and South Carolina, and a commitment to deepening the Museum’s local roots while elevating its national profile.
•A commitment to the CMA’s mission and to the vital role of museums as accessible, welcoming institutions that inspire and empower their communities.Research shows that women and individuals from under-represented backgrounds often apply to jobs only if they meet 100% of the qualifications. We recognize that it is highly unlikely that an applicant meets 100% of the qualifications for a given role. Therefore, if much of this job description describes you, then you are highly encouraged to apply for this role.
Compensation
●The salary range for this position is $215,000 – $240,000. Final compensation will reflect seniority and experience; experienced candidates are strongly encouraged to apply.
●Comprehensive benefits package.HOW TO APPLY
To apply in confidence, submit application online at https://rcr.li/QZUI by March 27, 2026.
For inquiries or nominations, contact Ken Turino, Senior Search Consultant, Museum Search & Reference, via SearchandRef@museum-search.com.
A complete application should include:
1) A cover letter expressing interest in the position and giving brief examples of past related experience.
2) A résumé.
3) The names and contact information for three professional references able to evaluate your leadership and work, indicating their relationship with you.Applicants are encouraged to apply early as candidates will be considered on a rolling basis. Nominations are welcome. All applications and nominations are kept confidential; we will not contact references without your permission. EA/EO. For more details, visit: www.museum-search.com/open-searches.
- The Illinois Symphony Orchestra seeks Director of Development.
Aspen Leadership Group is proud to partner with the Illinois Symphony Orchestra in the search for a Director of Development.
Reporting to the Executive Director, the Director of Development will lead all fundraising efforts for the Illinois Symphony Orchestra, overseeing annual giving, major gifts, corporate sponsorships, grants, and special events to achieve the organization’s contributed revenue goals. The Director will cultivate and steward donors, manage a portfolio of prospects, and serve as a public ambassador at concerts and community events to strengthen the ISO’s visibility and supporter relationships.
The Illinois Symphony Orchestra, under the inspiring leadership of Music Director Taichi Fukumura, is the premier professional orchestra of central Illinois, bringing world-class music to life for more than 40,000 patrons across Bloomington-Normal, Springfield, and surrounding communities. Through an array of symphonic, pops, and chamber orchestra performances, engaging Concerts for Kids, and intimate, immersive experiences such as Sips & Sounds, Around the Town, and Beyond the Stage, the Illinois Symphony Orchestra is redefining what a regional orchestra can be. Its impact extends far beyond the concert hall. Transformative education initiatives including Itsy Arts and Music Matters spark creativity in pre-kindergarten and elementary classrooms, while guest artist residencies and ensemble visits foster meaningful connections with middle schools, high schools, universities, and senior centers, helping to build lifelong relationships with music.
The Illinois Symphony Orchestra is driven by a commitment to artistic excellence and a belief in the transformative and universal power of music. Guided by a vision to be the premier regional orchestra in Illinois, the organization embraces diversity, access, and inclusion in its performances, programs, and practices, while cultivating meaningful engagement through concerts, education, and community partnerships. The orchestra is dedicated to nurturing learners of all ages, fostering collaboration across its organization and the communities it serves, and encouraging innovation both on and off the stage. Through responsible stewardship, long-term planning, and an investment in future generations, the Illinois Symphony Orchestra is building a lasting legacy that strengthens its communities and ensures a vibrant future for the art form.
At least five years of experience is required for this position. The Illinois Symphony Orchestra will consider candidates with a broad range of backgrounds. If you are excited about this role and feel that you can contribute to the ISO, but your experience does not exactly align with every qualification listed above, we encourage you to apply. All applications must be accompanied by a cover letter and résumé. Cover letters should be responsive to the mission of the Illinois Symphony Orchestra and the responsibilities and qualifications specified in the position prospectus.
The salary range for this position is $85,000 to $95,000. The Illinois Symphony Orchestra offers a comprehensive package of benefits including health, dental, and vision insurance and generous paid time off. The Director will be expected to spend significant time in both Bloomington-Normal and Springfield.
If you require reasonable accommodation in completing this application, interviewing, or participating in the selection process, please contact Christopher Wingert at chriswingert@aspenleadershipgroup.com.
To apply for this position, visit: https://apptrkr.com/6888433.
- Diagnosing King Henry VIII
Over the course of his 38-year reign, he aged from a famously handsome monarch into an overweight, volatile despot. Various explanations, from syphilis to scurvy to psychopathy, have been proposed over the centuries, yet these diagnoses often tell us more about the preoccupations of the time than about Henry himself. – History Today
- BBC Told To Avoid Color-Blind Casting
- Why Is “American Psycho” Popping Up All Over? (And Should We Be Worried?)
In the 35 years since the novel made its bloody splash, there have been a hit movie, a stage musical, and countless memes. Now a remake of the film is in the works, the musical is being revived, and Patrick Bateman is a role model for the Andrew Tate manosphere. – The Guardian
- How Did The Iconic “Infinite Jest” Become A Punchline?
The occasion is a moment to ask how a novel that mourns addiction and venerates humility and patience became a glib cultural punch line, routinely subjected to the word “performative” in its most damning sense. – The New Yorker
- Minneapolis Bookshop Becomes Famous After ICE Murders
Greg Ketter became a social media phenomenon over the weekend, when MS Now aired a video of him pacing half a block away from where Alex J. Pretti had been murdered by agents an hour earlier, cursing the 50-100 armed ICE agents keeping the crowd back. – Publishers Weekly
- The Washington Post Is Imploding
Under Bezos’s leadership, CEO Will Lewis has floated a bunch of proposals to make the company profitable, few of which so far resemble anything people might actually want to buy. – Intelligencer (MSN)
- Music Companies Sue Anthropic For $3 Billion Over Copyright
The companies, including Universal Music Publishing Group, Concord Music Group, and ABKCO Music, are seeking more than $3 billion in potential statutory damages over alleged infringement of more than 20,000 songs. – Music Business Worldwide
