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- 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
===================================================================== - “Public Media Should Not Lie”
Good Morning,
Every state keeps its own record, and every record flatters whoever is writing. Aeon’s account of how imperial China’s dynasties wrote their official histories, since the first century BCE, reliably self-serving results — reads today less like ancient history than briefing material (Aeon).
In Hungary, the new president suspended the public broadcasters Viktor Orbán spent years converting into a propaganda arm. The main TV channel went dark behind a message: “Public media should not lie. We are sorry for doing it for so long” (The Guardian). In the US, the pressure runs the other way — ABC is telling the FCC that The View‘s standing as a news show is settled law, defending the definition of news against its own regulator (The New York Times).
The Onion has finally reopened Infowars, with a declared strategy of baiting Alex Jones into wasting his own airtime (Slate). But the day’s most constructive line belongs to Patrice Lawrence, the UK’s new children’s laureate: “We say stories work — let’s show how they work” (The Guardian).
Meanwhile, aboard a cruise ship carrying 20 celebrity impersonators, Sinatra (A) shook hands with Sinatra (B) (N+1) and…
All of our stories below.
- 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
- ABC, Fighting Back Against The FCC, Says That ‘The View’ As A News Show Is Long-Settled Law
“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
- British Businessman Fined In First Russia Art Sanctions Conviction
“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
- Who Makes Choices When We ‘Choose’?
“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
- How U.S. Dance Companies Have Been Approaching Patriotism For America250
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
- Hungary’s New President Suspends Broadcasting By Public Media News Outlets Compromised By Orbán
“The Kossuth radio station and M1, Hungary’s main public television channel, had halted transmission by Tuesday afternoon, with the latter showing the message: ‘Public media should not lie. We are sorry for doing it for so long.’” For the time being, Kossuth is rebroadcasting public radio’s classical-music channel. – The Guardian
- The Effective-Altruism Movement Is About To Make A Comeback, Powered By AI Titans And Their Money
“Since the (Sam Bankman-Fried/FTX) scandal, the movement’s organizations have shied away from the limelight and become extremely concerned with PR. For several years, their growth has been severely curtailed. But they survived. And the new AI money has given EA a chance to come back larger than ever before.” – New York Magazine
- Construction Begins On Frank Gehry’s Final Building, A Performing Arts Center In Abu Dhabi
Dar al Funoon, located in the starchitect-heavy Saadiyat Island cultural district — alongside the Guggenheim Abu Dhabi (also by Gehry), the Zayed National Museum (Foster + Partners), the Louvre Abu Dhabi (Jean Nouvel) and others — will contain a 2,000-seat performance hall, a 3,500-seat open-air amphitheatre, a 400-seat theatre and a 250-seat jazz venue. – Dezeen
- Gaza’s Conservatory Of Music Reopens — In Tents
“The tents are the new home of the Gaza branch of Palestine’s national conservatory, dedicated to teaching classical, popular and traditional music. The institution, founded in 1993, once enjoyed well-equipped offices in Gaza City, three pianos and storerooms full of instruments and musical scores.” – The Guardian
- More Reporting On the Troubles At Arena Stage Under Ousted Director Hana S. Sharif
And, for balance, this report also includes on-the-record favorable comments from one high-level staffer who worked with Sharif at Arena — Reggie D. White. who followed Sharif to DC from the Repertory Theatre of St. Louis. – DC Theater Arts
- NYC’s New Museum Finds Its New Director In-House
“Ending months of speculation, the New Museum said today that it has selected Massimiliano Gioni, its artistic director, to be its next director. Gioni has been with the New York standby since 2006, and will take the helm in August. Its previous leader, Lisa Phillips, announced her retirement last September.” – Artnet
- Louise Lasser, Star Of “Mary Hartman, Mary Hartman,” Is Dead At 87
Her deadpan performances in Woody Allen’s early films (she was his second wife) first brought her to public notice, but she achieved real fame as the pigtailed, gingham-wearing, put-upon suburban heroine of Norman Lear’s soap opera parody Mary Hartman, Mary Hartman, which aired 325 episodes over its 18-month run in 1976-77. – Deadline
- Ordway Center for the Performing Arts seeks Vice President, Earned Revenue & Marketing
Organization
Ordway Center for the Performing Arts is comprised of several key components, including the Ordway Music Theater, the Ordway Concert Hall, Ordway Education and Community Engagement programs, and major community access initiatives such as the Flint Hills Family Festival. Located in the heart of downtown Saint Paul, Minnesota, the Ordway is a leading nonprofit performing arts center dedicated to serving as a cornerstone of exceptional artistic, educational, and cultural experiences. Since opening its doors in 1985, the Ordway has been a vibrant home for artistic excellence and community connection, presenting Broadway musicals, concerts, dance, vocal artists, and other live performances while advancing a steadfast commitment to making the arts accessible to all. In the most recent season, more than 217,000 audience members attended Ordway performances and events, representing an 11% increase over the prior season. The Ordway also generates an estimated $40 million in annual economic impact, supporting downtown Saint Paul’s restaurants, hotels, and local businesses.
The Ordway’s performance venues include the Ordway Music Theater and the Ordway Concert Hall, each designed to support a wide range of artistic experiences. The Ordway Music Theater is a 1,900-seat performance venue that brings audiences together for Broadway theater, music, dance, comedy, concerts, and other major productions. Complementing the Music Theater, the Ordway Concert Hall is a state-of-the-art, 1,100-seat performance and recording venue created through the collaboration of the Ordway Center for the Performing Arts, Minnesota Opera, The Saint Paul Chamber Orchestra, and The Schubert Club. Officially opened in 2015, the Concert Hall was designed for acoustic and electro-acoustic music in an intimate setting, with no seat more than 90 feet from the stage.
Ordway Education celebrates the artist in every child through performing arts experiences. Since 1990, more than one million students and educators from across the region have attended an Ordway school performance. Through school performances, artist residencies, classroom resources, Festival School Week, and free video lessons, Ordway Education supplements arts learning for students and educators while helping make live performance accessible and affordable. School matinees feature world-class artists, and the Ordway supports school access through $4 tickets and bus reimbursement for all schools. During the most recent reporting period, more than 45,000 students, educators, and families were served through matinees, workshops, and community programs.
The Ordway’s Community programs connect live performances with thousands of community members each year through high-quality arts learning and engagement experiences. These programs include celebrations, backstage tours, community discussions, the Saint Paul Public Schools Honors Concert, the Flint Hills Family Festival, The Sally Awards, and other opportunities that inspire future generations and strengthen a diverse arts community. The Flint Hills Family Festival, first held in 2001, has welcomed more than one million students and families to downtown Saint Paul and remains one of the longest-standing and most accessible events of its kind in the country. The Ordway also expands access through complimentary and subsidized ticket programs, including 10,920 complimentary Access Tickets distributed through Tickets for Kids, Project Success, Boys and Girls Club, HopeKids, VetTix, and Ronald McDonald House.
Ordway has a 35-member board of directors led by Board Chair Dan Stoltz. The Vice President, Earned Revenue & Marketing, has three direct reports in its current team structure¬—the Director of Group Sales and Marketing, Marketing Manager, and Graphic Designer—and reports to the President and CEO. For the Fiscal year ending June 30, 2025, Ordway reported a total revenue of $16.9 million, with 71% from earned revenue sources, 29% from contributed income.
Sources: edited from ordway.org; propublica.org
Community
Saint Paul, Minnesota, is a welcoming capital city that combines historic neighborhoods, civic energy, cultural activity, and abundant outdoor amenities. With a 2024 estimated population of 307,465, Saint Paul is a diverse and well-educated community, where 18.2 percent of residents are foreign born, and 27.7 percent of residents age five and older speak a language other than English at home. The city’s 2040 Comprehensive Plan describes Saint Paul as a place of opportunity for people of all incomes, ages, races, ethnicities, and abilities, guided by a long-range vision for growth, strong neighborhoods, and inclusive development. Residents and visitors benefit from more than 180 parks, 26 recreation centers, 120 miles of trails, three public pools, a city beach, and Como Park Zoo and Conservatory, creating a vibrant urban community with recreation, gathering places, and cultural experiences throughout the city.
Saint Paul continues to invest in a resilient, vibrant, and inclusive future. The city’s planning work includes a comprehensive blueprint for development through 2040, as well as district planning, bicycle and pedestrian planning, the Mississippi River Corridor Plan, the Downtown Development Strategy, and the Great River Passage Plan. Downtown Saint Paul and the surrounding riverfront form a hub of culture, home to museums, theaters, concerts, sporting events, and historic charm. The city’s Cultural District includes major venues and gathering places such as the Fitzgerald Theater, Park Square Theatre, Union Depot, and Landmark Center. Through the Cultural STAR program, the City of Saint Paul has invested in arts and cultural programming and organizations since 1994, awarding more than $42.6 million to more than 1,450 projects. In this civic and cultural setting, Saint Paul offers the character of an established capital city with the energy of a community actively shaping its future, an ideal home for people who value the arts, public spaces, diverse neighborhoods, and meaningful community connection.
Sources: edited from stpaul.gov; census.gov
Position Summary
The Vice President, Earned Revenue & Marketing (VP) of The Ordway Center for the Performing Arts (Ordway) will be a dynamic revenue strategist and audience builder, leading the growth of an $11 million portfolio anchored by Broadway ticket sales, the organization’s primary economic engine. Working closely with the President & CEO and senior leadership team, the VP will shape bold, data-informed strategies that elevate the Ordway’s visibility, deepen audience loyalty, and expand participation across the community. Through innovative marketing, sales, and engagement initiatives, this leader will drive attendance, strengthen earned revenue, and help ensure the Ordway’s continued vitality as one of the region’s premier cultural destinations.
Roles and Responsibilities
Revenue Strategy and Audience Growth
• Provide strategic leadership to the Marketing, Sales, and Audience Development departments to maximize ticket sales, audience growth, and earned revenue.
• Lead strategically and deliver more than $11 million in annual revenue, driven primarily through Broadway programming, subscriptions, group sales, and single-ticket sales.
• Develop and implement innovative marketing and sales strategies that expand audiences, increase attendance, and grow revenue across Broadway and other Ordway-presented programming, promoting the Ordway’s programs, services, venues, and performances while reaching underutilized, diverse, and emerging demographic markets.
• Strategize and guide annual season campaigns, ensuring that financial and human resources are directed toward the most effective channels, including digital marketing, telemarketing, group sales, incentive programs, and community-based initiatives.
• Provide strategic direction for new market development, campaign planning, research efforts, and audience development initiatives that advance the Ordway’s strategic and financial goals.
• Partner with senior leadership to align Marketing, Advancement, and Business Resources strategies, optimizing the patron journey from first purchase through repeat attendance, deeper engagement, and long-term loyalty.
• Embrace other revenue strategy and audience growth responsibilities as needed.Strategic Leadership and Organizational Collaboration
• Serve as a key member of the Senior Leadership Team, providing strategic direction and leadership in support of the Ordway’s mission, vision, and long-term goals.
• Collaborate with the President & CEO, Senior Leadership Team, and Board of Directors to achieve organizational priorities and strengthen cross-departmental alignment.
• Translate the Ordway’s strategic plan into departmental goals, action plans, and measurable outcomes.
• Monitor departmental goals, performance indicators, and results, reporting regularly on key strategic areas and outcomes.
• Serve as an Ordway representative on outside boards and committees, including as the marketing representative for the Arts Partnership.
• Embrace other strategic leadership and organizational collaboration responsibilities as needed.
Brand Leadership, Visibility, and Market Positioning
• Raise the profile, visibility, and image of the Ordway locally, regionally, and nationally, positioning the organization as a leading cultural institution.
• Collaborate with the Senior Leadership Team, Board of Directors, communications agency, and Arts Partners to establish strategic branding, marketing plans, and goals that elevate the Ordway’s profile, expand audiences, and increase revenue.
• Identify and secure new and expanded opportunities to raise awareness of the Ordway, its competitive advantages, programs, venues, and partners.
• Parter with departmental leadership to translate strategic goals and operational plans into creative communications, media, advertising, and promotional initiatives.
• Guide positioning strategies across all channels, balancing creativity, consistency, budget optimization, and measurable impact.
• Cultivate, retain, and optimize media partnerships that build awareness, enhance visibility, and elevate the Ordway’s profile and reputation.
• Steer the ongoing development and enhancement of the Ordway’s website to ensure it aligns with institutional strategies, audience needs, and revenue goals.
• Oversee internal and external communication, editorial, and design standards for marketing materials and publications.
• Embrace other brand leadership, visibility, and market positioning responsibilities as needed.
Marketing Analytics, Research, and Performance Measurement
• Develop, oversee, and maximize efficient and resourceful marketing functions that generate timely, accurate, and meaningful quantitative and qualitative data.
• Inform strategic business decisions, audience development, and revenue growth using market research, data analysis, and performance metrics.
• Inventory and evaluate current market research tools, data analysis platforms, subscriptions, and methods, recommending enhancements, additions, or eliminations as appropriate.
• Identify and guide targeted data analyses that support understanding of current and future demographic, political, economic, and social trends impacting the Ordway’s audiences and revenue streams.
• Provide thoughtful analysis and interpretation of market research data, drawing clear implications and recommendations that support critical business decisions.
• Guide and influence marketing and ticket services strategies for seasons, subscriptions, single-ticket sales, and group sales to maximize revenue and audience engagement.
• Embrace other marketing analytics, research, and performance measurement responsibilities as needed.
Advancement, Patron Engagement, and Institutional Alignment
• Collaborate with Advancement to align departmental goals, strategies, and communications in ways that increase giving, deepen patron involvement, and strengthen the Ordway’s image.
• Partner with Advancement to create integrated communications campaigns that deliver consistent messages to donors, patrons, and audiences.
• Support strategies that deepen donor understanding of and connection to the Ordway, optimizing giving, participation, and long-term engagement.
• Team with Advancement to broaden and integrate the donor base with subscription, single-ticket, and group sales buyers, increasing the likelihood that ticket buyers become donors and donors become ticket buyers.
• Strategize with Ordway departments and Arts Partners to identify public-, patron-, and audience-worthy ideas, programs, and initiatives.
• Embrace other advancement, patron engagement, and institutional alignment responsibilities as needed.Traits and Characteristics
The Vice President, Earned Revenue & Marketing, will be a resourceful and results oriented leader who maximizes time, talent, energy, and resources to advance organizational priorities with efficiency and impact. They approach their work with purpose, ensuring that support, collaboration, and decision making align with meaningful outcomes rather than action for action’s sake. Their objective, practical mindset provides a clear understanding of organizational systems, operations, and surroundings, enabling thoughtful decisions grounded in functionality and sound judgment. Receptive to new ideas, methods, and opportunities, they remain open to innovation and approaches that extend beyond established practices. Focused and intentional, they demonstrate confidence, assertiveness, and a strong commitment to success in complex or high stakes situations. They act with urgency, responding quickly, moving priorities forward, and maintaining focus and momentum. As a highly interactive communicator, they engage frequently and effectively with staff, board members, community partners, donors, and other stakeholders. Versatility and adaptability allow them to navigate changing circumstances with ease while balancing strategic priorities, operational demands, and evolving organizational needs.
Other key competencies include:
• Time and Priority Management – The facility to prioritize and complete tasks to deliver desired outcomes within allotted time frames.
• Goal Orientation and Leadership – The capacity to organize, inspire, and influence people to believe in a vision, creating a sense of common purpose centered on the well-being and growth of Ordway’s staff, patrons, and community, and setting and attaining goals established to advance Ordway’s profile.
• 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.
• Conceptual Thinking – The ability to analyze hypothetical situations, patterns, and abstract concepts to identify connections, craft creative conclusions, and apply clear, connected reasoning to complex ideas.
• Self-Starting and Personal Accountability – The vitality to demonstrate initiative, inspire others to action, and model integrity, fairness, and objectivity in personal and professional interactions.Qualification
A proven track record leading revenue functions of $11 million or more in Broadway, theatrical, or performing arts environments is desirable, along with deep expertise in ticketing strategy, audience behavior, demand generation, subscriptions, group sales, and dynamic pricing models. Strong experience in data-driven decision-making, forecasting, performance analytics, market research, trend analysis, and budget development and monitoring is essential. Demonstrated ability to build and lead high-performing, sales-focused teams while operating at the intersection of strategy, execution, and organizational leadership is needed. Knowledge of promotional and marketing techniques, media relations, public presentation, audience development, and partnership development is expected, as is the ability to communicate effectively with diverse employees, creative teams, technical crews, theater management, patrons, sponsors, media, and community organizations. Knowledge of the performing arts and experience attracting and sustaining diverse audiences for music, dance, theater, and Broadway programming are highly valued. Proficiency with Microsoft Office Suite and related communications tools is required, along with excellent writing, editing, confidentiality, multitasking, professional representation, scheduling flexibility, and the ability to travel as needed.
Compensation and Benefits
The Ordway offers a comprehensive compensation and benefits package, including an annual salary range of $140,000 to $160,000. Benefits include medical, dental, and vision insurance; retirement plan options through TIAA-CREF; financial counseling and college savings support; FSA, HSA, and transportation spending programs; company-provided life, AD&D, and long-term disability insurance; voluntary life/AD&D coverage; vacation, holidays, floating holidays, sick leave, earned safe and sick time, Minnesota Paid Family & Medical Leave, and employee assistance programs.
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/ordway-center-for-the-performing-arts-seeks-vice-president-earned-revenue-marketing/
The Ordway is an equal opportunity employer and will consider candidates regardless of race,
color, religion, sex, sexual orientation, gender identity, creed, marital status, familial status,
public assistance status, age, local human rights commission activity, national origin,
veteran status, or disability status. The Ordway facilities and administrative offices
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