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- Hanover Theatre & Conservatory seeks Vice President, Programming & Production
Organization
Since opening in 2008, The Hanover Theatre and Conservatory for the Performing Arts has entertained more than three million guests with Broadway musicals, comedy headliners, music, dance, and more. Pollstar consistently ranks The Hanover Theatre as one of the top theatres in the world. The award-winning historic theatre continues to establish its place as a world-class center for the performing arts and is one of the premier cultural institutions across New England. Located in downtown Worcester, Massachusetts, The Hanover Theatre’s facilities include the beautifully restored Main Stage, BrickBox Theater and PopUp Gallery (located at the adjacent Jean McDonough Art Center), plus additional function spaces, rehearsal rooms, offices, conservatory classrooms and studios, and an outdoor plaza.
As The Hanover Theatre and Conservatory for the Performing Arts approaches its 20th year, its vision is clear: serve as Greater Worcester’s bold, inclusive, and innovative performing arts destination where creativity flourishes, diverse voices thrive, and transformative experiences connect and uplift our community. From a wide range of first-class programming to professional training and educational experiences, the company’s focus is on enriching lives, fostering understanding, and actively supporting Worcester’s growth as a vibrant cultural destination. All of the work serves diverse audiences that include artists, students, creative economy workers, and downtown partners by activating its venues, community relationships, and exceptional people to amplify artistic voices and create pathways from education to the professional stage.
The Mainstage is a beautiful, Broadway-style house seating 2,300. Recent and upcoming programming on the Main Stage includes: seven Broadway touring shows in a subscription series (including MEXODUS direct from its award-winning New York run); Jerry Seinfeld; a new, world-class dance subscription series (Dance Theatre of Harlem, Martha Graham, Ballet Hispanico); Boston Pops; and original, self-produced shows including productions of A Christmas Carol, and Nutcracker.
The Hanover Theatre Conservatory opened in 2017 and reaches more than 20,000 young people each year through educational and access programs, and more than 600 students of all ages have participated in more than 90 classes in acting, dance, music, and technical theatre production.
The Hanover Theatre Repertory (THT Rep) was founded in 2020 as a professional producing arm of the company, focusing on classics, modern classics, and classics-inspired works. THT Rep produces and presents these works at the 250-seat BrickBox Theater at the Jean McDonough Arts Center. Recent and upcoming THT Rep programming includes Doubt: A Parable, Romeo and Juliet, Hedwig and the Angry Inch, and FAT HAM.
The Francis R. Carroll Plaza (Plaza) provides an outdoor venue for various performances, public art pieces, and community events. In addition to touring artists, The Youth Acting Company performs on the Plaza for the community each year.
Most recently, as part of its continued expansion into producing and presenting new works, The Hanover Theatre has developed and optioned for Broadway a new play by award-winning playwright Jamie Wax, “HIGH RISK WARD.” It has also collaborated with other nonprofit theatres and commercial producers across the country to bring new shows to New England and to expand THT Rep programming to new markets.
Hanover Theatre & Conservatory has a 30-member board of directors led by Board Chair Elissa Boisvert, Esq. The Vice President, Programming & Production, oversees a department with approximately nine full-time staff in addition to numerous part-time staff and independent contractors.
For the fiscal year ending June 30, 2025, Hanover Theatre & Conservatory anticipates total revenues of approximately $11.2 million with $9.6 million from ticket sales and program services; $1.2 million from contributions and grants; and $0.4 million from investment and other income. The organization has donor restricted net assets of approximately $2.5 million, with $1 million designated specifically for the Conservatory. The 1926 Legacy Society, named to commemorate the opening of the historic Poli Palace Theatre, is a group of devoted supporters who have included The Hanover Theatre & Conservatory in their estate plans to ensure that it will continue to fulfill its cultural mission for generations to come.
Community
Located in the heart of Central Massachusetts, Worcester is a growing mid-sized New England city of more than 200,000 residents, known for its diversity, civic pride, and central location in the Commonwealth. As the second-largest city in Massachusetts, it offers the scale and amenities of a regional urban center while maintaining a strong sense of community and accessibility.
The city stands out for the diversity of its population and the breadth of communities that shape its civic and cultural life. Recent demographic data indicate that Worcester’s population is approximately 49% White non-Hispanic, 25% Hispanic or Latino, 12% Black, and 7% Asian, a mix that makes the city notably more diverse than many communities in the broader region. Worcester County as a whole is less diverse than the city itself, but it continues to reflect meaningful racial, ethnic, and linguistic variety, with Hispanic or Latino residents representing roughly 14% of the county population and foreign-born residents accounting for about 13%.
The city has evolved from its manufacturing roots into a regional center for education, healthcare, biotechnology, and the life sciences. Worcester’s historic architecture, established neighborhoods, and new mixed-use development reflect a community that values both preservation and forward-looking growth.
Worcester is home to a remarkable concentration of higher education institutions, with more than 35,000 students enrolled across the College of the Holy Cross, Clark University, Worcester Polytechnic Institute, Assumption University, UMass Chan Medical School, Worcester State University, and Quinsigamond Community College. Nearby communities extend this academic ecosystem through institutions such as Tufts University’s Cummings School of Veterinary Medicine and Nichols College, contributing to a broader regional network of students, faculty, researchers, and professional talent.
This educational presence helps support a dynamic economy and a highly educated workforce, with strength across healthcare, research, professional services, advanced manufacturing, and related industries. Worcester’s location, approximately 40 miles from both Boston and Providence, provides convenient access to major metropolitan areas while offering a more manageable and generally more affordable lifestyle than many larger Northeast cities.
The city’s cultural and recreational landscape is equally strong. Worcester is home to other major arts and entertainment institutions, including Mechanics Hall, the Palladium, the DCU Center, Polar Park (home of the AAA Woosocks), and the Worcester Art Museum, all of which contribute to an active year-round calendar of performances, exhibitions, concerts, festivals, games, and civic events.
Public art, neighborhood business districts, and an expanding mix of restaurants, markets, and gathering places add to Worcester’s appeal. Residents also enjoy access to parks, trails, and outdoor recreation throughout the region, while nearby Wachusett Mountain offers four-season activity, including skiing in winter.
Sources: edited from worcesterchamber.org; censusreporter.org; worcesterma.gov; wbjournal.com; uphomes.com
Position Summary
The Vice President, Programming & Production will serve as The Hanover Theatre & Conservatory’s chief programmer and artistic curator, shaping the creative identity, commercial vitality, and audience experience across its stages. As one of the organization’s lead content strategists, this individual will source, evaluate, negotiate, book, produce, and program a dynamic mix of Broadway engagements, original theatrical productions, touring shows, concerts, comedy, special events, and mission aligned work that drives sales, expands audiences, and strengthens the theatre’s artistic profile.
In close partnership with the President & CEO, senior leadership team, and The Hanover Theatre Repertory, (THT Rep), the Vice President will develop and implement a cohesive, forward looking programming strategy that balances artistic ambition with financial sustainability. They will cultivate relationships with agents, producers, and touring partners; assess market trends; and build seasons that elevate visibility, deepen community impact, and support both earned and contributed revenue.
Overseeing the full arc of programmed content, from concept and curation through contracting, budgeting, marketing alignment, and production execution, they will ensure that every event is delivered with excellence, creativity, and a high standard of service. In collaboration with the production, operations, and other internal partners, this leader will also oversee the technical and logistical infrastructure that brings each artistic choice to life while fostering a culture of collaboration, accountability, and artistic ambition.
Roles and Responsibilities
Program Vision, Strategy, and Implementation
• Develop, implement, and financially evaluate a balanced, marketable, and diverse programming strategy for the Main Stage, Jean McDonough Arts Center (BrickBox Theater and PopUp Gallery), student matinees, Broadway, and other Hanover Theatre & Conservatory events, ensuring alignment with earned revenue goals and audience demand.
• Engage with Broadway co-promoters, producers, touring companies, presenters, promoters, artists, and organizations to secure high-quality bookings and partnerships, with attention to market viability and revenue potential.
• Negotiate contracts, license agreements, budgets, and financial settlements for mainstage events, ensuring financial terms support sustainable earned-revenue outcomes.
• Collaborate with operations, marketing/communications, finance, senior leadership, and visiting partners to ensure effective planning, marketing, budgeting, and implementation, integrating revenue considerations into programming decisions.
• Cultivate local, regional, national, and international relationships that support diverse, accessible, and financially sound programming.
• Convene internal and external stakeholders to develop equitable programs, consistent programming practices, and marketable annual seasons.
• Embrace other program vision, strategy, and implementation responsibilities as needed.Strategic Planning, Operational Implementation, and Community Engagement
• Participate actively as a senior leadership team member and principal partner to the President and CEO, advancing long-term strategy, operational effectiveness, institutional priorities, and community impact.
• Provide strategic oversight of production operations, ensuring resources, staffing, labor relationships, and technical execution align with programming goals.
• Supervise the proper preparation, maintenance, and operation of production facilities, events, and the Wurlitzer Organ in accordance with health and safety standards.
• Develop capital equipment, facility upgrade, budgeting, staffing, and growth plans in collaboration with the President & CEO and other senior staff.
• Collaborate with the President & CEO, Board, senior leadership team, city officials, Downtown Business District stakeholders, audiences, artists, and community partners to strengthen the theatre’s relevancy, vibrancy, reach, and impact.
• Identify and maximize earned revenue and growth opportunities, including merchandise concessions, rentals, production services, additional properties, programs, partnerships, and new revenue streams.
• Supervise communications with external producing and presenting partners, including technical rider review, issue identification, and problem-solving.
• Support the company’s equity, diversity, inclusion, belonging, and accessibility initiatives.
• Embrace other strategic planning, operational implementation, and community engagement responsibilities as needed.Team Leadership, Collaboration, and Oversight
• Oversee programming staff, production teams, show creative and design teams, independent contractors, vendors, and union crews.
• Create, implement, and enforce facility policies, processes, and procedures for internal teams and visiting performers, promoters, and partners.
• Administer touring show load-ins and in-house original productions, alongside productions from the THT Rep and the Conservatory.
• Maintain positive labor relations and ensure adherence to collective bargaining, legal, ethical, and organizational standards.
• Lead production meetings, team assessments, mentoring, accountability measures, and performance-improvement processes.
• Innovate production workflows to support high-volume programming and sustainable workload planning.
• Monitor and approve payroll for programming and production staff and independent contractors.
• Advance diversity, equity, inclusion, accessibility, and belonging goals.
• Embrace other team leadership, collaboration, and oversight responsibilities as needed.External Relations and Advancement
• Serve as an ambassador and advocate for the Hanover Theatre & Conservatory programming in collaboration with the President & CEO, Board, and senior leadership team.
• Support advancement efforts, including capital campaigns, annual giving, memberships, corporate sponsorships, grants, and other contributed revenue opportunities.
• Develop program narratives, objectives, and budgets for sponsorships and funding proposals in collaboration with the development, marketing/communications, and finance teams.
• Build and maintain relationships that support future philanthropic, civic, governmental, and community engagement.
• Support the President & CEO in relationships with the City of Worcester and other government partners.
• Engage Downtown Business District stakeholders, artists, audiences, and community partners.
• Embrace other external relations and advancement responsibilities as needed.Traits and Characteristics
The Vice President, Programming & Production will be a resourceful, intellectually curious, and intentional leader who brings a balanced blend of artistic insight and operational discipline. Energized by practical results and continuous learning, this individual will identify artistic opportunities that advance the Hanover Theatre & Conservatory’s mission while making decisions grounded in financial realities, organizational priorities, and audience demand. A people oriented collaborator, the Vice President, Programming & Production will build rapport across the community, staff, board, and partners, fostering trust, engagement, and shared purpose. With a versatile and competitive spirit, this leader will adapt to changing circumstances, communicate with clarity and consistency, listen with intention, and demonstrate the assertiveness and judgment required in a dynamic environment. Centered in humility and driven by strategic ambition, the Vice President, Programming & Production will motivate others, model diplomacy and emotional intelligence, and maintain a visible commitment to the community.
Other key competencies include:
• Negotiation – The ability to listen to many points of view and facilitate agreements between two or more parties.
• Conceptual Thinking – The capacity to analyze hypothetical situations, patterns, and abstract concepts to identify connections, generate new insights, and support thoughtful decision-making.
• Customer Focus – The commitment to anticipate and exceed customer needs with urgency, responsiveness, and strong relationships.
• Goal Orientation – The tenacity to achieve inspirational and attainable goals while building trust and demonstrating the ability to lead, motivate, and organize a diverse group of internal and external stakeholders.
• Interpersonal Skills – The capability to build rapport, demonstrate a sincere interest in others, and effectively communicate and relate well to people.
• Leadership and Teamwork – The adeptness to organize and motivate others to accomplish goals while creating a sense of order, direction, and active participation among a variety of stakeholders.Qualifications
A bachelor’s advanced degree and eight to 10 years of progressively responsible senior management experience in programming and production, within the performing arts or creative industries, are highly desirable. Experience in fast paced environments with strong attention to detail, excellent organizational and time management abilities, and the capacity to oversee multiple staff, projects, and priorities is important. Proficiency in Microsoft Office, event booking, AudienceView (or similar ticketing and service), production technologies, facilities oversight, and related software is useful, as is familiarity with financial processes, including show settlements, contract to settlement workflows, and co production risk management.
Demonstrated success in engaging effectively with ticket buyers, donors, strategic partners, artists, producers, presenters, and community stakeholders is invaluable. Strong relationships with promoters, booking agents, and the APAP network are advantageous. Knowledge of Equity, IATSE, SDC, and other union negotiation processes is vital. The role also calls for the ability to work weekday, evening, and weekend hours as needed; move throughout a multi level venue and office environment; and perform core functions for extended periods.
If you do not meet all the qualifications but possess transferable or equivalent skills, experience, or education, we encourage you to apply and highlight those areas.
Compensation and Benefits
Hanover Theatre & Conservatory provides a competitive and equitable compensation package with an estimated salary in the range of $135,000 to $150,000. Benefits include vacation, sick time, and holidays; subsidized (75%) medical, dental, and vision coverage, along with Flexible Spending Accounts (FSAs); life, short-term, and long-term disability insurances; a voluntary 401(k) plan with up to 5% match; and complimentary parking and tickets. The organization provides tax-free reimbursement for certain qualified medical expenses through a Health Reimbursement Arrangement (HRA). Employees and dependents enrolled in the Health New England HMO Thrive and PPO Thrive group health plans are eligible to enroll in the HRA, and this benefit’s premium is fully paid by the organization. The Massachusetts Paid Family Medical Leave benefits are also available.
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/hanover-theatre-conservatory-seeks-vice-president-programming-production/
The Hanover Theatre & Conservatory is committed to equity, diversity, inclusion, and accessibility.
- The Gamm Theatre seeks Executive Director
Organization
The Gamm Theatre is a leading New England professional theatre known for its epic yet intimate productions and commitment to storytelling that challenges and inspires audiences across Rhode Island and beyond. Heading into its 42nd season, The Gamm is one of the region’s premier professional theaters and a cultural asset that has been producing theater since its founding in 1984. Its mission is to tell stories that entertain, provoke, and engage seriously with the most important issues of our time, while further serving the public through educational programming that enriches the cultural and civic life of the community.
The theatre presents an eclectic season of exciting new works and classics made to feel new, drawing on the talent of local and visiting artists. Its productions are designed to use an intimate performance space to engage, provoke, and entertain audiences while addressing important issues of the present moment and across time. This intimate, actor-centered stage is a destination for critically acclaimed productions, including world and regional premieres, and has received several Elliot Norton Awards from the Boston Theater Critics Association, among other professional recognitions, and is defined by bold choices and close-up performances. Deeply appreciated by the Rhode Island arts community and its patrons, The Gamm repeatedly sells out shows while offering audiences exciting off-stage engagement.
The Gamm’s history began in 1984, when seven graduates of Trinity Rep Conservatory formed an artist collective called Alias Stage and began performing in abandoned mill buildings in Providence’s Olneyville neighborhood. In 1994, the company moved to Providence’s Jewelry District, where its reputation grew for quality acting, challenging plays, and vivid Shakespeare productions. In 1998, the theater was renamed The Sandra Feinstein-Gamm Theatre in honor of the late arts educator and supporter. The company later relocated to an annex of the historic Pawtucket National Guard Armory, where it performed for 15 seasons before moving in 2018 to its current home in Warwick.
The theatre’s home provides a newly renovated venue with more seating, greater comfort, and expanded potential for artists and audiences. The 21,000-square-foot building includes a 2,850-square-foot black box theater with 185 seats. The Gamm’s season runs from September to June, offering audiences across Southern New England, including Rhode Island, Connecticut, Greater Boston, and beyond, access to professional theater in an intimate setting. The Gamm is affiliated with Actors’ Equity Association as a proud member of New England Area Theatres.
Gamm Education is an essential part of the organization’s mission, engaging students across the region and introducing them to the power of theater. For nearly 20 years, The Gamm’s education department has brought theater into classrooms across the region through partnerships with schools, teachers, and students. Its programs include in-school residencies, student matinees, vacation camps, Gamm Studio and Gamm Studio Jr. classes, and community programs designed to build the next generation of theater artists, audiences, advocates, and engaged citizens.
Through programs such as Gamm on the Go, a Shakespeare residency program that collaborates with schools and community organizations across the state, The Gamm extends its educational and community impact. With professional performances, post-show discussions, classroom residencies, study guides, and flexible program models, Gamm on the Go provides students with access to theatrical experiences that engage their creative and civic minds. Additional programs and opportunities include student matinees, camps, classes, community forums, youth usher opportunities, and the Gamm Fellowship Program for emerging artists of color in partnership with Rhode Island’s public institutions of higher education.
The Gamm has an 18-member Board of Directors led by Board President Miriam Weizenbaum. The Executive Director has six direct reports, including the Director of Operations and Administration, the Director of Annual Giving and Strategic Communications, the Director of Marketing and Design, the Institutional Giving and Stewardship Manager, the Bookkeeper, and the Director of Education and Community Programs, and reports to the Board of Directors. For the fiscal year ending June 30, 2025, The Gamm reported a total revenue of $2.7 million, with 41% from earned revenue sources, 55% from contributed income, and 4% from other revenue sources. For the fiscal year ending June 30, 2026, The Gamm’s operating budget is $2.5 million, with 48% from earned revenue sources and 52% from contributions.
Sources: edited from gammtheatre.org; propublica.org
Community
Rhode Island offers an exceptional quality of life shaped by coastal beauty, historic communities, cultural activity, and regional accessibility. Known as the Ocean State, Rhode Island has more than 400 miles of coastline, and all residents live within a 30-minute drive of the Atlantic Ocean or Narragansett Bay. With an estimated 2025 population of 1,114,521, the state combines the scale and connectivity of a compact region with the amenities of a much larger cultural and economic center. Rhode Island residents are well educated, with 89.7% of adults age 25 and older holding a high school diploma or higher and 37.7% holding a bachelor’s degree or higher.
Providence and Newport anchor two of Rhode Island’s most distinctive regional identities. Providence, the state capital and largest city, is a civic, cultural, and economic hub with waterfront access, highways, rail lines, and proximity to Rhode Island T.F. Green International Airport. Newport, founded in 1639, is recognized for its coastal setting, architecture, waterfront, arts, hospitality, and connection to nine coastal communities that share a rich New England history and strong sense of place. Together with the surrounding suburbs of both cities, these communities create a highly connected environment for residents who value cultural experiences, coastal recreation, historic character, neighborhood life, and access to the full breadth of Rhode Island’s civic and visitor amenities.
The theatre’s home, Warwick, Rhode Island, is a welcoming coastal city that combines historic villages, regional accessibility, cultural activity, and abundant waterfront amenities. Warwick continues to invest in a resilient, connected, and forward-looking future, and Visit Rhode Island highlights Warwick as an ideal home base in the heart of the Ocean State, only 10 minutes from Providence, Rhode Island’s vital, exciting cultural capital, and a half-hour drive from historic Newport and beautiful South County beaches. In this coastal and civic setting, Warwick offers the character of an established Rhode Island community with the energy of a city actively shaping its future, an ideal home for people who value waterfront access, historic villages, public spaces, cultural experiences, and meaningful community connection.
Sources: edited from providenceri.gov; discovernewport.org; ri.gov; census.gov; visitri.com; warwickri.gov
Position Summary
The Executive Director will play a pivotal role in shaping the next chapter of The Gamm Theatre (The Gamm) as a regional leader in professional theater. They will serve as The Gamm’s senior administrative and strategic leader, overseeing daily operations, stewarding finances, supervising staff, co-leading with the Artistic Director, and partnering closely with the Board of Directors to strengthen the theatre’s foundation and advance its mission. This person will guide all administrative and operational functions, including operations, staff leadership, financial management, facilities, education, marketing, development, and community partnerships, to ensure alignment with organizational goals and long term sustainability.
A dynamic, community minded ambassador, the Executive Director will bring strong communication skills, collaborative leadership, and sound financial judgment to the theatre’s internal and external work. This leader will strengthen donor and foundation relationships, support fundraising strategy, and build partnerships that expand The Gamm’s visibility and civic impact. In close collaboration with the Artistic Director, the Executive Director will help advance an artistic vision that is entertaining, aesthetically powerful, civically engaged, and provocative, while ensuring decisions are grounded in financial realities, organizational priorities, and audience needs. They will champion The Gamm’s role as a cultural asset for Rhode Island and the region, deepen engagement with stakeholders, and cultivate the relationships and resources essential to the theatre’s long term success.
Roles and Responsibilities
Strategic Leadership and Planning
• Build greater donor engagement and community support for a shared vision for the future of The Gamm, in partnership with the Board of Directors, the Artistic Director, and its patrons.
• Generate and implement inspiring and effective plans, goals, and strategies that advance the organization’s purpose and mission, whilst navigating its real-world challenges.
• Guide planning processes that strategically support organizational focus, sustainability, artistic vitality, and community impact.
• Embrace other strategic leadership and planning responsibilities as needed.Financial Management and Sustainability
• Ensure that The Gamm’s financial resources are managed wisely, responsibly, and in alignment with organizational goals.
• Oversee professional and accurate budgeting and accounting systems.
• Warrant that appropriate financial controls and risk-management strategies are in place to protect the organization’s assets.
• Supervise and implement financial planning that positions The Gamm to achieve its goals, advance its strategic plan, and build a financial reserve.
• Partner with staff and Board leadership to support long-term financial sustainability.
• Embrace other financial management and sustainability responsibilities as needed.Fundraising and Development
• Collaborate with the Board of Directors, Development Committee, and appropriate staff to develop, implement, and track fundraising systems and strategies.
• Advance fundraising efforts that enable The Gamm to meet its contributed revenue goals and support operations, programs, and strategic priorities.
• Secure major gifts and cultivate new prospective donors across individual, corporate, foundation, government, and community sectors.
• Strengthen development practices that support donor engagement, institutional sustainability, and mission advancement.
• Build a shared strategy to align fundraising strategies with the organization’s financial needs and long-term goals.
• Embrace other fundraising and development responsibilities as needed.
Organizational Management
• Provide overall leadership for the day-to-day operations of The Gamm, ensuring that staff, systems, and resources are supported and aligned with organizational goals and strategic priorities.
• Collaborate with staff to develop, maintain, and use effective systems that support the successful operation of each department.
• Guide and develop Marketing, Education, Operations, and Development personnel in ways that strengthen collaboration, accountability, and performance.
• Build staff capacity through coaching, clear communication, professional development, and cross-departmental coordination.
• Strengthen organizational practices that continue to advance diversity in all its forms—equity, inclusion, and representation across staff, Board, artists, audiences, and community relationships.
• Foster a productive, mission-driven workplace culture that advances the objectives of the strategic plan.
• Embrace other organizational management responsibilities as needed.Board Relations and Governance
• Serve as part of The Gamm’s leadership team with the Artistic Director and Board of Directors, supporting a strong and effective governance partnership.
• Develop and maintain a productive working relationship with the Board, grounded in shared information, mutual trust, and clear communication.
• Ensure that Board members have the information and context needed to effectively carry out their governance responsibilities.
• Cultivate strong partnerships with Board members, drawing on their talents, experience, expertise, and resources to advance The Gamm’s success.
• Engage the Board as valued partners in the organization’s operations, financial affairs, and long-term sustainability.
• Embrace other board relations and governance responsibilities as needed.Community Engagement and Partnerships
• Serve as a spokesperson and public face for The Gamm, representing the organization with clarity, professionalism, and enthusiasm.
• Promote the organization’s mission, programs, impact, and role in the community.
• Advocate for The Gamm’s mission and work with key constituents and stakeholder groups.
• Build and sustain relationships with community partners, political and civic leaders, patrons, donors, artists, and other stakeholders critical to the organization’s success.
• Strengthen The Gamm’s visibility, relevance, and community connection through thoughtful engagement and partnership development.
• Embrace other community engagement and partnerships responsibilities as needed.Artistic Collaboration
• Collaborate with the Artistic Director to develop strategies that support and advance The Gamm’s artistic vision.
• Champion an artistic vision that builds on and expands the theatre’s established role as a leader in producing entertaining, aesthetically powerful, civically engaged, and provocative art.
• Shape and implement plans that align artistic priorities with The Gamm’s strategic goals, including building a financial reserve and pursuing the purchase of a long-term home for The Gamm.
• Align with the Artistic Director to ensure that artistic ambition, financial sustainability, and organizational strategy are mutually reinforcing.
• Embrace other artistic collaboration responsibilities as needed.Traits and Characteristics
The Executive Director will be a resourceful, instinctive, and receptive leader who brings practical judgment, strong communication skills, and a collaborative spirit to advance The Gamm’s mission. Strategic and visionary, they will be able to see both immediate needs and long-term possibilities, connecting people, programs, resources, and ideas in ways that strengthen organizational direction and institutional impact. Driven by results, they will maximize the value of time, talent, energy, and resources while remaining open to new ideas, methods, and opportunities. With an ability to draw upon experience, intuition, and knowledge-seeking, the Executive Director will navigate complex and competitive environments with confidence, adaptability, and emotional intelligence. They will be comfortable engaging frequently with diverse stakeholders, building trust across the Board, staff, artists, patrons, donors, civic partners, and community members. Accessible, transparent, and empathetic, the Executive Director will listen actively, welcome input, and translate ideas and concerns into clear action. A versatile and unifying leader, they will adapt quickly to change, encourage shared ownership, support others generously, and foster a culture of collaboration, accountability, and collective success.Other key competencies include:
• Self Starting – The motivation to take initiative, begin work independently, identify priorities, and propel progress without prompting, while demonstrating drive, discipline, and determination in achieving results.
• Personal Accountability – The willingness to self-evaluate, learn from mistakes, take responsibility for personal actions and decisions, accept setbacks, look for ways to progress, and understand how obstacles impact results.
• Flexibility and Leadership – The ability to organize and motivate others to accomplish goals and the agility and adaptability to embrace and implement change when needed.
• Teamwork – The integrity to recognize and appreciate the contributions of team members and to make team objectives a priority.
• Planning and Organizing – The dexterity to navigate traditional systems while forming realistic action plans that prioritize work, assess variables and risks, allow for recalibration, lead to increased efficiency, and minimize wasted resources.Qualifications
Experience in the management of nonprofit organizations is required, with experience in a nonprofit theater organization preferred. Five to 10 years of senior leadership experience is highly desirable, preferably in an organization that has experienced growth or expanded its organizational capacity, visibility, and philanthropic support. Demonstrated fundraising experience is essential, including major gifts, donor cultivation, development planning, and building relationships across individual, corporate, foundation, government, and community sectors. Experience fostering a culture of philanthropy, identifying and cultivating new prospective donors, and supporting increased giving through thoughtful planning and relationship-building is necessary. The successful candidate will be an organization builder with experience managing staff and demonstrated knowledge of growing capacity, strengthening systems, and aligning financial resources with strategic priorities. Strong leadership skills, financial management experience, strategic thinking, business acumen, and well-developed interpersonal and networking abilities are essential, along with knowledge of public relations and marketing, organizational planning, human resource management, and nonprofit management practices. Excellent oral and written communication skills are necessary, as is the ability to work effectively with the Board of Directors, volunteers, staff, donors, artists, patrons, community partners, and other stakeholders.
Compensation and Benefits
The Gamm offers a comprehensive compensation and benefits package, including an annual salary range of $125,000 to $140,000. Benefits include medical insurance through Blue Cross Blue Shield of Rhode Island, dental insurance through Delta Dental of Rhode Island, a SIMPLE IRA retirement plan with an employer match of up to 3% of salary, an Employee Assistance Program, vacation, personal days, sick days, bereavement leave, and 12 paid holidays. For eligible employees, The Gamm pays 80% of the individual medical and dental premiums, with employees responsible for 20% of the individual premium and 100% of family coverage. Employees who waive medical coverage may receive a stipend of $250 per month, or $3,000 annually.
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/the-gamm-theatre-seeks-executive-director/
It is the policy of The Gamm to guarantee every applicant for employment; and every employee, the right of equal treatment without regard to race, color, sex, religion, national origin, sexual orientation, handicap/disability, or veteran status. In recruiting and selecting employees, it is the policy of The Gamm to further the principles of equal employment opportunity by seeking talented and competent persons who are suited for a specific position by reason of training, experience, character, personality, intelligence, and general ability.
- A Building Is Not An Institution
Good Morning,
Modernization was supposed to sand the world down to one global culture. The evidence says otherwise: under pressure, people tend to sharpen their differences rather than surrender them (Psyche).
Which is useful context for the day’s buildings. The Kennedy Center is technically open — doors unlocked, staff at their posts — and nearly empty, a marble shell deactivated (Washington Post), even as a federal panel rules Trump’s name stays off it while appeals proceed (The Guardian). In London, four theatres have landed on the at-risk register (Evening Standard).
Ukraine, mid-war, is issuing its troops a handbook on protecting cultural property (The Art Newspaper), an army writing into doctrine that what it defends isn’t just territory. The competition that discovered Gustavo Dudamel declined to award a first prize this year (Moto Perpetuo).
Finally: those “witch marks” on historic English buildings might have been exaggerated. Two preservation societies may have been embellishing (The Guardian). Sometimes they’re just walls sans magic.
All of our stories below.
- What’s The Deal With The Second Season Audience Drop On Netflix?
“Between confusing release schedules, binge releases, long gaps between seasons and the regular flood of new content making it difficult for any new release to stand out, Netflix’s scale is quickly becoming its own worst enemy.” – The Wrap (MSN)
- Does Worldwide Modernization Lead To Reduction In Cultural Differences? Not Necessarily
“When researchers have actually tried to document the size of cultural differences over time, the picture is far more complicated – and more interesting.” – Psyche
- Have Two English Preservation Societies Been Exaggerating About ‘Witch Marks’ On Old Buildings?
One architectural historian might go even farther: “Anything on a stone building that looks like a design gets picked up as these damn things now. There’s absolutely no evidence they were ever used like that.” – The Guardian (UK)
- Time For The ‘Emmy Snubs And Surprises’ Round-Up
For instance: “The third and long-delayed final season of Euphoria didn’t make much of an impact on voters, as the once-celebrated drug-addled soap scored nods for Zendaya and [Colman] Domingo, but not many of the other big stars.” – Variety
- How Many Parody Heated Rivalry Musicals Can The World Handle?
There are already at least four this summer, with more in production. “With the show’s success – all perky keisters, swanky hotel shags, a secret sex cottage and just a smidgeon of hockey – [one producer] reckons it was inevitable.” – The Guardian (UK)
- Nina Ananiashvili On Dancing And Choreographing Odette And Odile In “Swan Lake”
“For me, the key has always been to make Odette the embodiment of pure femininity, sorrow, refinement, and forgiveness — but never weakness. … Odile, by contrast, should be explosive, feminine, bold, daring and wicked — but never vulgar. You know, without steam coming out of her nostrils.” – Gramilano (Milan)
- Yes, Horror Still Sells At The Box Office
Witness Obsession, made for less than $1 million and now having grossed more than $400 million worldwide (breaking the record held by Bruce Lee’s Enter the Dragon in the process). – The Wrap
- Will The Kennedy Center Survive This ‘Open,’ Empty Time?
“What’s left has the air of a ghost ship, as the center’s board prepares to reconsider to what degree the building will remain open. The Kennedy Center declined to comment.” – Washington Post
- Emily Wilson Knows From Angry ‘Odyssey’ Bros
“Wilson’s translations of The Odyssey and The Iliad are some of the best-known pieces of contemporary translation, and they’ve turned the University of Pennsylvania professor into both a star and a specter of controversy.” – Vulture
- Artist Mickalene Thomas Sued For Copyright Infringement
“Mickalene Thomas, an artist known for her popular paintings and photo-based installations centering Black women, is facing a lawsuit from the photographer Barbara Karant, who alleges that Thomas used her pictures without attribution or permission in works that appeared at an array of museums and blue-chip galleries.” – ARTnews
- Frida Kahlo Hadn’t Intended To Be An Artist (A Biographical Refresher)
Because she’s even more ubiquitous than usual this year — a blockbuster show at Tate Modern, a bio-series at Netflix, a fantasy opera about her at the Met, a new record ($54.7 million) for a woman artist at auction — here’s a recap of her life. No mention of the affair with Trotsky, though. – ARTnews
- Competition Which Discovered Gustavo Dudamel Awards No First Prize This Year
The jury of the Gustav Mahler Conducting Competition, which Dudamel (in his first time leading a fully professional orchestra) won in its inaugural edition in 2004, decided not to name a winner for only the second time in the event’s history. The €20,000 second prize went to 31-year-old Polish conductor Jakub Przybycień. – Moto Perpetuo
- Four London Theatres Listed As At Risk Of Closure
Borough Hall, Streatham Hill Theatre, Tottenham Palace Theatre, and the Intimate Theatre have been deemed “at risk of closure, redevelopment, or demolition.” Three of them are being eyed for conversion into churches or other sites of worship. – The Standard (London)
- Smithsonian Chief Rebuts Trump Administration Report Accusing American History Museum Of Extremism
In a staff-wide email, Lonnie Bunch wrote that “there will always be room for improvement,” but the report “is not a fair characterization of … the National Museum of American History. At the Smithsonian, our work is driven by scholarship, accuracy, and an uncompromising commitment to tell the fullness of America’s story.” – The Washington Post
- Ukrainian Troops Get Handbook On Protecting Cultural Property
“The handbook sets out Ukrainian soldiers’ main obligations under international humanitarian law, the different levels of protection afforded to cultural property, the precautions to be integrated into operational planning, and the procedures for identifying, reporting and documenting attacks against heritage.” – The Art Newspaper
- “The Pitt”, “Hacks”, “Widow’s Bay” Dominate 2026 Emmy Nominations
“The Pitt leads all nominees with a total of 25, followed by Hacks with 24 (a record for a comedy series for noms in a single year) and Widow’s Bay with 19 (leading all new shows).” Connor Storrie scored the only nomination he was eligible for — for guest-hosting Saturday Night Live. – The Hollywood Reporter
- Trump’s Name Must Stay Off Kennedy Center While Appeals Proceed, Rules Panel
“A three-judge panel of the US Court of Appeals for the District of Columbia circuit … rejected the administration’s argument that the removal was damaging the arts institution’s finances.” – The Guardian
- Man Sentenced For Theft Of Rare Chinese Manuscripts From UCLA Library
Jeffrey Ying, a 39-year-old resident of Fremont, Cal., gets a year of house arrest and three years of probation for a scheme in which he reserved and checked out, under false names, several 17th-century manuscripts, then returned fake dummy copies. – San Francisco Chronicle (Yahoo!)
- The Franklin G. Burroughs-Simeon B. Chapin Art Museum seeks Executive Director
Organization
The Franklin G. Burroughs-Simeon B. Chapin Art Museum is the only art museum in Myrtle Beach, South Carolina, and the only art museum along South Carolina’s north coast. Established in 1987 and opened to the public in June 1997, the Myrtle Beach Art Museum has become a vital visual arts institution serving Myrtle Beach and the broader tri-county region of Horry, Georgetown, and Brunswick Counties. Located in an iconic historic building with views of the Atlantic Ocean, the Myrtle Beach Art Museum is a well-loved community landmark and a distinctive cultural destination. The museum includes 11 intimate galleries with approximately 2,700 square feet of exhibition space across two floors, including about 1,500 square feet on the first floor and 1,200 square feet on the second floor. The Myrtle Beach Art Museum is dedicated to engaging residents and visitors through distinctive exhibitions, interactive educational programs, and creative experiences for people of all ages. Looking ahead, the Myrtle Beach Art Museum has significant potential for growth, including the possibility of a future new building and relocation, potentially into Myrtle Beach’s Arts and Innovation District.
Since opening, the Myrtle Beach Art Museum has presented more than 300 visual arts exhibitions, including painting, sculpture, photography, fiber art, ceramics, interactive exhibitions, and traveling exhibitions from lenders across the country. Its exhibitions provide opportunities for visitors to engage with noted and emerging artists, musicians, authors, historians, dancers, and photographers, while encouraging artistic creativity, preserving diverse cultural heritage, and making the visual arts more accessible to the community.
The Myrtle Beach Art Museum’s exhibition program reflects a wide range of artistic practices, cultural perspectives, and community partnerships. Recent and upcoming exhibitions include Ashlyn Pope: A History of Moving Forward II, exploring the artist’s ancestral Gullah history through ceramics and textiles; Jo-Ann Morgan: The Mourning After, featuring memorial works created for victims of unjust violence; and Expanding Horizons: A Grand (Strand) Collection, a major presentation of the Museum’s expanding permanent collection. A current exhibit at the Museum is A Lasting Impression, a collection of Impressionist paintings from Degas, Renoir, and many others. The Myrtle Beach Art Museum also presents annual juried exhibitions that highlight regional and student talent, including the Annual High School Exhibition for students in Horry and Georgetown Counties and the Annual Waccamaw Arts & Crafts Guild Exhibition. Additional exhibitions feature Impressionist works from private collections, contemporary color-block paintings and trompe l’oeil ceramics, and place-based work exploring identity and family history in Horry County. Education and community engagement are central to Myrtle Beach Art Museum’s mission. The organization views the tri-county area as its community and embraces the role of the art museum as a place of adventure, discovery, and learning through the visual arts. Its education and engagement programs are a strong foundation for connecting audiences more deeply with the museum’s art, exhibitions, artists, and collections.
The Myrtle Beach Art Museum also offers studio programs, artist-led workshops, school tours, outreach activities, and community events that extend access to the visual arts while strengthening connections between audiences and the museum’s exhibitions. These programs will remain an important part of the museum’s work while supporting a broader institutional focus on art, artists, exhibitions, collections, and community impact. The Myrtle Beach Art Museum’s facilities and programs have continued to evolve in response to community needs. In 2018, the Myrtle Beach Art Museum added the Lineta Pritchard Pottery Studio, which offers classes and open studio time for ceramicists of varying skill and experience levels. The studio has become an important resource for hands-on arts learning and creative practice in the Grand Strand area.
The Myrtle Beach Art Museum has a 17-member Board of Trustees led by President Rosemary Long Jenrette. The Executive Director reports to the Board of Trustees and oversees five full-time staff members, five part-time staff members, and 11 volunteers. Myrtle Beach Art Museum has maintained a balanced budget, with average annual revenue of approximately $700,000 to $800,000, providing a solid foundation for future growth, expanded visibility, and continued institutional impact.
Sources: edited from myrtlebeachartmuseum.org; propublica.org
Community
Located at the heart of South Carolina’s Grand Strand coast, Myrtle Beach is a vibrant residential and vacation community known for its oceanfront setting, warm climate, and strong identity as one of the Southeast’s leading coastal destinations. The city is home to more than 35,000 permanent residents and welcomes millions of visitors each year, creating a dynamic community shaped by both year-round civic life and a robust tourism economy. Incorporated as a town in 1938 and as a city in 1957, Myrtle Beach serves as a central hub within the Grand Strand, a 60-mile stretch of coastline made up of 14 coastal communities. Its wide beaches, outdoor recreation, family attractions, restaurants, shopping, golf, live entertainment, and hospitality amenities contribute to both quality of life and the city’s prominence as a major visitor destination.
Beyond its beaches and tourism economy, Myrtle Beach is home to a growing arts, culture, and heritage landscape. The broader area includes historic sites, public art, galleries, live performance, festivals, and cultural attractions that help tell the story of the Grand Strand, including the influence of Gullah Geechee culture on the region’s culinary traditions and cultural identity. The City of Myrtle Beach continues to invest in quality of life, recreation, sports tourism, and economic vitality, with particular attention to revitalization in the Central Business District and the Arts & Innovation District. In 2027, the Arts & Innovation District will be home to a new 300-seat venue housed in three rehabilitated historical buildings. As a partnership between Coastal Carolina University (CCU) and the City of Myrtle Beach, the venue will serve the local community and the more than 18 million visitors coming to Myrtle Beach each year. Coastal Carolina University, with over 12,000 students and highly rated arts programs in music, theatre, and visual arts, is located only 15 miles inland from Myrtle Beach. Together, these assets make Myrtle Beach both a beloved coastal destination and an evolving year-round community for residents, families, businesses, artists, and visitors.
Sources: visitmyrtlebeach.com; cityofmyrtlebeach.com
Position Summary
The Executive Director of the Franklin G. Burroughs-Simeon B. Chapin Art Museum (Myrtle Beach Art Museum) will have a significant opportunity to lead one of Myrtle Beach’s most distinctive cultural assets into a new era of artistic excellence, regional visibility, and community impact. This role will represent a major career opportunity for a visionary arts leader seeking to shape the future of a growing art museum, elevate its role in the cultural life of the region, and make a lasting impact on Myrtle Beach’s arts scene. Working closely with the Board of Trustees, staff, artists, donors, civic leaders, and community partners, the Executive Director will provide strategic and hands-on leadership for the Myrtle Beach Art Museum’s artistic direction, exhibitions, collections, community engagement, institutional growth, fundraising, operations, facilities, and public engagement. This leader will strengthen the Myrtle Beach Art Museum’s financial sustainability through grant writing, donor cultivation, fundraising events, and contributed income strategies while fostering a culture of excellence, communication, respect, accountability, and trust among a dedicated staff and volunteer team.
As the Myrtle Beach Art Museum’s primary ambassador, the Executive Director will deepen relationships with residents, visitors, schools, libraries, veterans’ programs, artists, and community organizations, ensuring the Myrtle Beach Art Museum will continue to thrive as a high-quality art museum, a welcoming civic gathering place, and a catalyst for creativity across the region. With strong programs, dedicated stakeholders, and substantial potential for expanded visibility and influence, the Myrtle Beach Art Museum will offer its next Executive Director the opportunity to build on a solid foundation while advancing a bold, inclusive, and art-driven vision for the museum’s future.
Roles and Responsibilities
Fundraising and Financial Oversight
• Strengthen Myrtle Beach Art Museum’s financial position through effective fundraising strategies, donor cultivation, grant writing, contributed income growth, and responsible fiscal stewardship.
• Develop and monitor annual budgets in partnership with Board leadership and outside accounting support, ensuring clear reporting, accountability, and the efficient use of resources.
• Advance short- and long-term fundraising plans that reflect the realities of a tourist-based economy while expanding support from individuals, corporations, foundations, government sources, and special events.
• Lead or support fundraising events, funding applications, donor stewardship, and other financial oversight responsibilities that advance Myrtle Beach Art Museum’s goals and long-term needs.
• Embrace other fundraising and financial oversight responsibilities as needed.Strategic Leadership
• Lead the development and implementation of Myrtle Beach Art Museum’s strategic vision in partnership with the Board of Trustees, ensuring alignment with Myrtle Beach Art Museum’s mission, values, artistic excellence, and community role.
• Advance Myrtle Beach Art Museum’s exhibitions, collections, facilities, education programs, community partnerships, and visitor experience in ways that strengthen its identity as a regional art museum.
• Guide institutional growth, financial strategy, and public visibility while supporting high-quality national, international, regional, and local exhibitions.
• Provide creativity, vision, collaboration, and sound stewardship to increase visitation, deepen engagement, and position Myrtle Beach Art Museum for long-term relevance and impact.
• Embrace other strategic leadership responsibilities as needed.Personnel and Facilities Management
• Provide effective leadership for staff and volunteers, fostering a workplace culture grounded in excellence, communication, collaboration, accountability, and community service.
• Oversee staffing, policies, procedures, compliance, internal communication, and organizational systems that support the effective operation of Myrtle Beach Art Museum.
• Manage Myrtle Beach Art Museum’s historic building, facilities, and physical plant needs while planning responsibly for future space and operational requirements.
• Support staff capacity, delegation, recognition, and professional development while ensuring appropriate coordination among staff, Board leadership, partners, and civic stakeholders.
• Embrace other personnel and facilities management responsibilities as needed.Community and Stakeholder Engagement
• Serve as the Myrtle Beach Art Museum’s primary ambassador to donors, members, artists, visitors, civic leaders, cultural partners, and the broader Myrtle Beach community.
• Strengthen Myrtle Beach Art Museum’s role as a regional cultural resource by building relationships with local residents, tourists, artists, schools, libraries, veterans’ programs, community organizations, and civic stakeholders.
• Promote accessibility, public awareness, and community connection while defining Myrtle Beach Art Museum’s evolving role in the arts and culture of the region.
• Support education, outreach, artist engagement, and community partnerships in ways that are connected to Myrtle Beach Art Museum’s exhibitions, collections, artistic vision, and public impact.
• Embrace other community and stakeholder engagement responsibilities as needed.Board Relations and Governance
• Partner closely with the Board of Trustees to support strong governance, accountability, communication, and implementation of institutional priorities.
• Engage Board members in fundraising, donor cultivation, events, advocacy, and shared responsibility for Myrtle Beach Art Museum’s future.
• Provide clear and respectful leadership that supports effective Board-staff relationships, role clarity, realistic planning, and thoughtful decision-making.
• Support the continued development of governance practices, policies, and structures that meet Myrtle Beach Art Museum’s current needs and future aspirations.
• Embrace other Board relations and governance responsibilities as needed.Traits and Characteristics
The Executive Director will be a receptive, intentional, and resourceful leader who brings creativity, intuition, and practical focus to their work. Highly engaged and adaptable, they will communicate effectively with a wide range of stakeholders while navigating frequent change and multiple priorities with ease. Energized by purpose and results, the Executive Director will act with confidence, collaboration, and a competitive spirit, seeking opportunities that advance the organization’s goals while maximizing the impact of time, talent, energy, and resources.
Other key competencies include:
• Leadership and Goal Orientation – The capacity to organize and motivate other people with a sense of purpose and direction while setting, pursuing, and attaining goals.
• Personal Accountability – The willingness to self-evaluate, learn from mistakes, take responsibility for personal actions and decisions, accept setbacks, look for ways to progress, and understand how obstacles impact results.
• Planning and Organizing – The aptitude to utilize logical, systematic, and orderly procedures to meet objectives, prioritizing tasks for optimum productivity and anticipating probable effects, outcomes, and risks.
• Time and Priority Management – The adeptness to develop goals and objectives, identify and resolve issues, determine realistic timelines, and establish top priorities that result in significant and positive outcomes.
• Decision Making – The ingenuity to analyze all aspects of a situation; establish and achieve specific, measurable, attainable, reviewable, and time-sensitive goals; and make consistently sound, timely, and well-communicated decisions.
• Problem Solving – The ability to define, analyze, and diagnose key components of a problem to formulate a solution.Qualifications
A minimum of five years of leadership experience in an arts and culture organization is required. A bachelor’s degree in art, art history, history, museum studies, business, or finance is ideal, and a master’s degree is preferred. Training and/or experience in management, finance, investment, and fundraising practices is required. Familiarity with the museum profession, best practices, and standards of the field, including Museum Accreditation standards, is highly desirable, alongside knowledge of legal issues surrounding museum practice; methods, procedures, and regulations related to Federal and State grants; methods and procedures related to corporate and nonprofit foundation grants; historic preservation; and relevant tax law and compliance issues. A candidate who does not meet all the qualifications but possesses transferable or equivalent skills, experience, or education is encouraged to inquire or apply and to highlight those areas in their cover letter.
Compensation and Benefits
The Myrtle Beach Art Museum provides a competitive and equitable compensation package with an estimated salary range of $95,000 to $125,000. Benefits include salary support that incorporates 100% of the cost of health insurance benefits, 10 paid days off with additional days accrued based on tenure, and eight paid holidays.
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/the-franklin-g-burroughs-simeon-b-chapin-art-museum-seeks-executive-director/
Franklin G. Burroughs-Simeon B. Chapin Art Museum (the Myrtle Beach Art Museum) is an equal opportunity employer and welcomes applications from all qualified candidates. The Myrtle Beach Art Museum is committed to a workplace that values diversity, equity, inclusion, and respect, and does not discriminate on the basis of any protected status.
- Director of Marketing & Communications at The Reser
Patricia Reser Center for the Arts
Reports to: Executive Director
FSLA Status: Exempt, Full-time with benefits
Schedule: As dictated by scheduled events; this position will require evening and weekend work as well as occasional holidays.
Date of Posting: June 16, 2026Patricia Reser Center for the Arts is an equal opportunity, at-will employer, dedicated to the goal of creating a diverse and inclusive working environment. We strongly encourage applications from women, persons of color, and LGBTQ individuals. All qualified applications will receive consideration for employment without regard to age, race, color, religion, gender, gender expression, national origin, disability status, protected veteran status, marital status, sexual orientation, or any other characteristic protected by law.
ABOUT US
The Patricia Reser Center for the Arts is one of the Pacific Northwest’s most dynamic arts destinations, a place where world-class artists meet a genuinely curious, engaged, and growing audience. Located in Beaverton, Oregon—a vibrant and culturally diverse city just west of Portland and one of the region’s fastest-growing communities—The Reser opened in 2022 and has quickly become a cultural force, presenting an ambitious mix of music, dance, film, theater, comedy, and visual art that reflects the full breadth of human experience. For more information about the Patricia Reser Center for the Arts, please visit www.thereser.org
The Reser Presents series is the organization’s flagship programming engine, bringing nationally and internationally recognized artists to the beautifully intimate 550-seat Mainstage Theater. Beyond presenting, The Reser serves as a sought-after event destination, community gathering place, and education hub—drawing an average of 55,000 visits per year across ticketed performances, free public events, gallery programming, and rentals. In just a few years, it has established meaningful roots in the region.
Now entering its fifth anniversary season with a $4.4MM operating budget, The Reser is at an inflection point with a strong foundation, an engaged community, and tangible ambition for what comes next. The Director, Marketing & Communications, will help shape that story and build the audiences to sustain it.
ABOUT THE JOB
The Director, Marketing & Communications is a senior leadership team member responsible for the full audience lifecycle at The Reser, from first awareness through ticket purchase, event experience, and long-term loyalty. This role encompasses marketing and communications strategy, public relations, and box office and patron services operations, ensuring that all functions work together as an integrated, audience-centered system.
PRIMARY RELATIONSHIPS
This is a strategic role requiring vision, market intelligence, and organizational authority to drive decisions. The Director leads a team of four full-time and multiple part-time staff across marketing and box office, and works in close collaboration with Programming, Donor Engagement, Production, and Administration. The incoming Director will step into a team in active motion, inheriting a new season launch and a fifth anniversary with significant brand and revenue potential.
WHAT YOU’LL DO
Marketing Strategy and Campaign Execution
• Develop and lead the annual and multi-year marketing strategy for The Reser, with primary focus on Reser Presents programming including the art gallery, education programming, and supporting attention to rentals events.
• Plan and oversee integrated multi-channel marketing campaigns across digital, email, print, social media, and paid advertising, calibrated to drive single-ticket sales, build loyalty, and grow overall audience engagement.
• Establish and manage the annual marketing budget, which is close to $200K for FY 2027, maintaining discipline between marketing spend and earned revenue goals.
• Lead audience development strategy, including patron acquisition, retention, reactivation, and segmentation, in close collaboration with the Database Manager. Leverage patron data and purchasing behavior to inform campaign planning and offer development.
• Support the membership program by collaborating with the Donor Engagement team to drive revenue growth and patron retention.
• Serve as the organization’s brand guardian, ensuring consistency across all public-facing touchpoints and materials, and building The Reser’s identity and reputation.
• Lead marketing strategy for signature organizational initiatives and milestones, treating each as an opportunity for brand elevation, community engagement, and revenue growth.Communications & Public Relations
• Develop and execute a public relations strategy to drive earned media coverage, manage press and media relationships, and position The Reser as a leading voice in Pacific Northwest arts and culture.
• Support and prepare the Executive Director as the organization’s primary media spokesperson and public-facing institutional voice.
• Shape a compelling institutional narrative positioning The Reser as a cultural destination, community anchor, and essential part of life in the Portland metro region.
• Set editorial direction and content strategy across channels, with the Marketing & Communications Design Manager responsible for production and execution. Ensure messaging, tone, and content consistently reflect The Reser’s brand and connect meaningfully with current and prospective audiences.
• Develop and execute internal communications strategy in partnership with the Executive Director, ensuring staff, board, and key stakeholders are informed, aligned, and connected to organizational priorities.
• Manage external communications vendors, PR support, and agency relationships, ensuring alignment with organizational strategy and brand standards.Partnership Marketing and Audience Development
• Identify and cultivate relationships with external organizations, brands, cultural institutions, and community groups whose audiences represent growth opportunities for The Reser.
• Develop and activate partnership programs that drive attendance and engagement, including co-promotions, cross-marketing initiatives, affinity group campaigns, and community presence.
• Translate partnership relationships into measurable attendance and revenue outcomes, tracking performance and embedding results into ongoing marketing planning.Box Office and Patron Services
• Set the strategic vision for patron services, ensuring the Box Office & Patron Services team continues to deliver an experience that reflects The Reser’s brand and builds long-term audience loyalty.
• Ensure a welcoming, accessible, and high-quality patron experience across all box office and patron services touchpoints, from first inquiry through ticket purchase and arrival.
• Provide leadership for ticketing strategy, pricing, group sales, and accessibility programming.
• Partner with the Patron Services, Audience Services and Programming teams on house policies, capacity management, and revenue optimization.Data, Systems, and Reporting
• Direct the Database Manager to ensure the organization’s CRM and ticketing data infrastructure supports accurate reporting, audience segmentation, and campaign measurement.
• Establish regular reporting cadences on marketing performance, sales pacing, and patron metrics, utilizing consistent analysis to inform decision-making.
• Partner with the Database Manager and Managing Director to develop and maintain organization-wide health metrics for quarterly Board reporting, integrating sales data alongside broader organizational performance indicators.CROSS-DEPARTMENTAL COLLABORATION
The Director works closely with the Director of Programming and Executive Director on season marketing, artist promotional requirements, and co-production or partnership opportunities, and collaborates with the Director of Donor Engagement to ensure marketing and development initiatives reinforce one another, particularly around audience-to-donor cultivation and reputation-building. The Director collaborates with the Audience Services, Production, and Operations teams on ensuring an overall positive patron experience, and establishes the promotional framework and standards for rental client support in coordination with the Rentals team.
TEAM LEADERSHIP AND MANAGEMENT
The Director leads, develops, and motivates a team across two distinct but connected functions, establishing clear roles, expectations, and accountability structures. This includes managing departmental workflow, workload distribution, and staff development across marketing and patron services, with a commitment to maximizing the contribution of every team member. The Director models a culture of high standards, creative ambition, and operational discipline.
QUALIFICATIONS
• 5 to 7+ years of progressive marketing experience, with at least three years in a director-level role; nonprofit performing arts, entertainment, or gate-driven venue experience strongly preferred
• Demonstrated success driving earned revenue through integrated marketing campaigns in a single-ticket and subscription environment
• Experience with CRM and ticketing systems; Tessitura or similar preferred
• Strong leadership and team management skills across multiple functional areas
• Outstanding written and verbal communication skills, including media spokesperson experience
• Bachelor’s degree or equivalent professional experienceWORKING ENVIRONMENT – ESSENTIAL PHYSICAL ABILITIES
About sixty percent of the principal responsibilities of this position are performed in a traditional office setting and do not typically involve equipment that poses a threat of injury. Forty percent of the job requires the ability to tour the facility and interact professionally with potential clients. The successful completion of duties relies on the following physical abilities: Sufficient (corrected or uncorrected) vision to read text of various sizes and perceive colors and shapes accurately. Sufficient clarity of speech and hearing to communicate effectively in person and on a telephone, to hear sounds within the normal range of conversation and in the context of crowd noise. Sufficient manual dexterity to operate office equipment. Sufficient personal mobility, strength, and reflexes to perform light work and to reach, stoop, bend, kneel, climb, and lift as much as 25 pounds. Must also be able to stand for extended periods of time without assistance.
The physical abilities required for this position may be flexible, and we encourage those who may require accommodation to apply.
COMPENSATION AND BENEFITS
Salary range $85,000 – $90,000, commensurate with experience. Benefits include medical/dental/vision insurance, Flexible Spending Account, paid vacation, fully covered garage parking pass, complimentary tickets and matching 403(b) retirement plan contributions.
HOW TO APPLY
Interested and qualified applicants are encouraged to submit a resume, accompanied by a cover letter describing why this position is of interest and the personal and professional experience that has prepared them to be successful. All applications will be held in confidence. Initial review of applications will begin on or about July 6th, 2026, and will continue until a pool of highly qualified finalists has been identified. Applicants should submit materials as soon as possible. Applications received after July 25th, 2026, may not be eligible for consideration.
All applications and/or inquiries should be sent via email only to:
John Haynes, Bard Arts Consulting
Jobs@TheReser.orgMS Word or PDF (preferred) attachments only, please
Subject Line: DIRECTOR OF MARKETING application
No phone calls please.
File names of all resumes and attachments should include applicant’s last name
===================================================================== - Aboard A Cruise Ship With 20 Celebrity Impersonators
“Near the exit, with his blue eyes and sensible sandals, was Boy George, who swanned over to double-cheek kiss Sharon, then peck the forehead of Martha Stewart, and — skipping over Jeff Bezos — the tip of Fran Drescher’s nose. Sinatra (A), by the banquette, had just politely pumped the hand of Sinatra (B) …” – N+1
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“The F.C.C.’s focus on The View plays on longstanding grudges held by the president against the show and some of its hosts, and thrusts a talk show started by the ABC journalist Barbara Walters as a breezy kaffeeklatsch into a molten national debate.” – The New York Times
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“The U.K. banned the export of luxury items such as cars, jewelry, art, and antiques valued over £250 ($330) to Russia in April 2022. Breaching the law is considered a criminal offense,” but the businessman was fined $37,000 instead. – Artnet
- The UK’s New Children’s Laureate Is Neither White Nor Dead
Patrice Lawrence “has a practical vision for her laureateship. ‘To change policy you need evidence,’ she says. ‘We say stories work, let’s show how they work.’” – The Guardian (UK)
- In Pamplona With The Bulls As Hemingway’s “The Sun Also Rises” Turns 100
“Hemingway is etched into the landscape of Pamplona. Hotels and bars have busts of him or signs up that he was once there. Outside the Pamplona bull ring, … a huge banner hangs in honor of the novel, including a quote that shows how the festival left the writer speechless.” – AP
- No Joke: The Onion Has Finally Opened Infowars Again
The strategy with saying Alex Jones exploded; “We’re trying to draw him in [because then] … he’s not hurting anybody else for a few minutes or he’s not, you know, spreading more ridiculous lies about innocent people. So we want to waste his time.” – Slate
- The Origins Of Performance Star Carmelita Tropicana
“What resulted was not just an outré and out lesbian ‘Latin spitfire,’ in [artist Alina Troyano’s] words, but also decades of film and theater work on topics ranging from racism and homelessness to revolution to questions of identity.” – Hyperallergic
- Kahlo Foundation Creates A New Prize For Emerging Mexican Artists
“Through the process of opening the museo and welcoming the globe into Frida’s world, there has been one constant refrain: Más amor, más família, más Mexico – more love, more family, more Mexico,” said the artist’s grandniece. – ARTnews
- How The Dynasties Of Imperial China Wrote Their Histories (It’s Complicated)
The Emperors’ courts did, in fact, document their history carefully, according to a procedure which was followed more-or-less faithfully from the first century BCE onward. That’s not to say that the result was either comprehensive or impartial. – Aeon
- We Need To Talk, Again, About That Possibly AI-Generated Award-Winning Short Story
“While nothing that he writes is of much interest, Nazir himself is shaping up to be an oddly appealing character. He’s a cultural chancer.” (And wow, Commonwealth Prize jury, what were you doing?) – Slate
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“The brain initiates voluntary action unconsciously: our conscious sense that we have decided to act is actually the result of this brain activity.” It’s possible that our only choice is in deciding not to do something. – 3 Quarks
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Some companies have embraced outright celebration; a few are pointedly grappling with what they see as troubling issues in the country’s history and present. Many are highlighting the huge body of American choreographic work, both ballet and modern/contemporary. – Dance Magazine