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  • Dancing while the bombs fall

    Good Morning,

    Alexei Ratmansky and his wife Tatiana went to Kyiv to make ballets with the Ukrainian National Ballet during one of the worst stretches of the war, rehearsing between runs to the bomb shelter (The New York Times).

    The Kennedy Center board voted to shut the building indefinitely after a phone call from the President that one member described to CNN in terms we can’t print (The New Republic). The resolution itself cites “certain fiscal collapse within weeks” (Washington Post). Kyiv dances through air raids; the national cultural center closes over a board meeting.

    Two stories about what buildings are for. Japan has 77,000 temples, and 17,000 of them no longer have a resident priest — the structures outlived the practice, and the question now is what a sacred space becomes next (Deutsche Welle). And Josh Goldblum on why museums increasingly have difficulty presenting complexity (Josh Goldblum).

    A look inside how Washington’s theatres assembled their 2026–27 season partly by sharing productions across companies — a constraint turned into collaboration (Washington City Paper).

    Burning Man is 40, and so are the Burners: 40% over 40 last year, 10% in their twenties (The Guardian). The counterculture is having a demographic problem like everyone else.

    All of our stories below.

  • Ed Sheeran Tour In Shambles After Supporting Musicians Pull Out After Macklemore Ouster

    Finneas was slated to open for Sheeran on six South American dates in late November and early December. In a post on social media, he announced his decision to drop out after Macklemore was kicked off the tour on Monday. – Variety

  • Trump Calls In To Kennedy Center Board Meeting, Rants, And Board Votes To Shut Down Indefinitely

    An unnamed board member described Trump’s phone call as “fucking crazy” to CNN, while another source told the news outlet that Trump screamed throughout the call. – The New Republic

  • Nearly Intact Pre-Inca Tomb Discovered, Complete With Funerary Treasure

    The burial chamber was found at Chan Chan, once the capital of the Chimú people, whose culture flourished on what’s now Peru’s northern coast from the early 10th century CE to 1470. Because the tomb was never looted, researchers will be able to learn more about Chimú society than ever before. – Smithsonian Magazine

  • Bookstores Warn Of Threats To Publishers Of Left-Wing Literature

    The criminalization of left-wing literature and those who publish or distribute it, the booksellers said, should also concern mainstream bookstores, which should be able to carry “a broad range of viewpoints without fear of government scrutiny or interference. – Publishers Weekly

  • Burning Man Is Now Middle-Aged — In More Ways Than One

    It’s not just that the festival itself has been happening for 40 years, or that people have been complaining that it’s not what it used to be for decades. It’s that Burners themselves are older, with 40% of them over 40 last year and only 10% of them in their 20s. – The Guardian

  • Arkansas Public Television Has Flourished Since It Left PBS

    Arkansas TV gained half as many new donors between July 1, 2025 and June 30, 2026 compared to the previous year. The percentage of repeat donors from the 2025 to 2026 fiscal years dropped from 87% to 78%. – Arkansas Advocate

  • How To Repurpose All Those Centuries-Old Japanese Temples?

    There are around 77,000 temples across the country, but as many as 17,000 no longer have a full-time resident priest as congregations have shrunk — particularly in rural districts experiencing rapid depopulation — and financial pressures have taken their toll. – Deutsche Welle

  • Making Dance In Kyiv Between Bombing Runs

    The Ratmanskys’ arrival coincided with one of the worst periods of the war, a time of constant attacks on the capital that sent them and others scurrying to bomb shelters multiple times a day. “It is difficult in every sense,” Tatiana said, “mental, physical.” – The New York Times

  • Lawsuit Alleges International Racket In Fake Andy Warhols

    “(A family of art collectors) is suing more than a half-dozen individuals and companies across Florida, Philadelphia and Peru, whom they claim served as ‘suppliers, fake authenticators and distributors’ in an elaborate and far-reaching forgery scheme.” – The Wall Street Journal (MSN)

  • Why It’s Increasingly Difficult For Museums To Tackle Complicated Topics

    Donors underwrite celebration. Nobody endows a wing to say “it’s complicated.” That’s why the critical museum barely exists as a category. I’d rather build a Howard Zinn People’s History Museum than rehash a heroic retelling of our glorious past, but I have no idea how that gets funded. – Josh Goldblum

  • Inside How Theatres Plan Their Seasons

    Whatever their circumstances, at the end of the day, all theaters have to program a season that affirms their mission. Each has to do it while working within its limitations—or joining forces with others to do something greater. – Washington City Paper

  • Paramount’s Threat To Leave Hollywood Has LA On Edge

    Paramount floated shifting its home base to Tennessee or Texas in July, hoping to deter California Atty. Gen. Rob Bonta from waging a legal battle to block Paramount’s $111-billion acquisition of Warner Bros. Discovery. – Los Angeles Times

  • England Gives Local Governments Power To Levy Hotel Taxes

    Scotland was the first to allow this: the law passed two years ago, and the first “visitor levies” were collected this summer in Edinburgh. Welsh localities will have the authority to charge this tax starting next year. Andy Burnham’s government just announced plans to extend this power to English local governments. – The Independent (UK)

  • Writers Are Going To Extreme Lengths To Prove Their Work Is Human

    As AI-generated writing floods the internet, more people are trying to detect which creators are using such tools to spin up copy. That means writers penning all their own work—and people who acknowledge using chatbots for help—are trying to master something they never worried about before: how to sound human. – The Wall Street Journal

  • Read The Proposed Kennedy Center Resolution To Shut Down

     With certain fiscal collapse within weeks, the board seeks to determine what recognition and acknowledgement will comply with the Court’s decisions in Beatty v. Trump et al. and with its statutory obligations, and wishes to explore additional options to present that recognition in a concrete and public fashion. – Washington Post

  • How The Smithsonian Will Choose Its Next Leader

    The process to select a successor to Mr. Bunch, who the Smithsonian said would stay through the end of the year, will offer Mr. Trump his best chance to exert control over the Smithsonian. Here is what to know about how the institution might choose its next leader. – The New York Times

  • Alabama Moves To Force Its Public Libraries To Keep Books About Trans Issues Away From Young People

    “Under the amended administrative code, books that discuss gender-transition procedures or ‘gender ideology,’ or that ‘promote’ the existence of more than two biological genders, must be removed from youth sections and relocated to sections for adults.” Noncompliant libraries will lose their state funding. – The Advocate

  • Once-Prominent French Artist Claude Lévêque To Stand Trial For Sexual Assault Of Minors

    “More specifically, Lévêque is charged with sexual assault involving violence, coercion, threat, or surprise, as well as indecent assault on a minor under the age of 15 by a person in a position of authority. … The victims are listed as being between eight and 18 years old (at) the time.” – ARTnews

  • The Problem With Philadelphia Ballet’s New Home

    Architecture critic Inga Saffron observes that, if the company wants to be welcoming to the community and engage potential new fans, their new headquarters does exactly the wrong thing. – The Philadelphia Inquirer (MSN)

  • North American Tour Of “The Lion King” Will Close While Julie Taymor Retools It

    The current touring production, which dates from 2002, will close on August 15 of next year, allowing director Taymor and the rest of the creative team to reimagine and update elements of the staging. – Playbill

  • New Philadelphia Orchestra Contract Will Take Musicians’ Pay Past $200K Mark

    “Musicians and management of the Philadelphia Orchestra have struck a tentative agreement on a new three-year labor deal. The pact … would, if ratified, put the base minimum salary of orchestra members at $200,008 annually by the end of the contract.” – The Philadelphia Inquirer (MSN)

  • Both Its Stars Having Pulled Out, West End’s “Sunday In The Park With George” Is Called Off

    There was a lot of excitement when Ariana Grande and Jonathan Bailey (who co-starred in the Wicked films) confirmed they would headline a London revival of the musical next summer. Without them, the producers have evidently concluded there’s no way forward. – The Hollywood Reporter

  • “Widow’s Bay,” “The Pitt,” And “DTF St. Louis” Dominate 2026 Emmy Awards

    “Apple TV’s new horror comedy Widow’s Bay led the way, … winning a leading 14 trophies out of 19 nominations. … HBO’s medical drama The Pitt followed with seven awards out of 25 nominations, the most for any series this year. … In the limited series race, DTF St. Louis also led with seven wins.” – Variety

  • Ready to Lead What’s Next in the Creative Industries?

    Turn Your Creative Experience into Creative Industry Leadership

    Applications are now open for Northwestern University’s MS in Leadership for Creative Enterprises.

    The creative industries are changing fast. New technologies, evolving business models, shifting audiences, and emerging opportunities are reshaping how entertainment, media, arts, and culture are created, financed, marketed, and experienced.

    Northwestern’s MS in Leadership for Creative Enterprises (MSLCE) prepares professionals to lead through that change.

    In this one-year master’s program, you’ll develop the strategic, business, analytical, and leadership skills to turn creative ideas into impact. You’ll learn alongside a cross-disciplinary community of professionals with experience spanning film and television, music, theater, visual arts, media, marketing, fashion, and other creative sectors.

    Build the skills to lead what’s next.

    Through an interdisciplinary curriculum and real-world experiences, MSLCE students explore:

    • Strategy, innovation, and new business models shaping the creative economy
    • Leadership and organizational decision-making in creative environments
    • Marketing, finance, entrepreneurship, law, data, and emerging technology
    • Cross-sector perspectives that connect entertainment, media, arts, and culture
    • Experiential learning that puts ideas and skills into practice
    • Professional development funding to pursue meaningful career and networking opportunities

    A Northwestern degree designed for creative professionals.

    Complete the program in one year of full-time study, or choose a part-time path. Students can begin in September or January and gain access to Northwestern’s interdisciplinary academic community and Chicago’s dynamic creative economy.

    Where will you take the creative industries next?

    Explore MSLCE, meet our community, and discover what you can build at Northwestern.

    Learn more → creative.northwestern.edu

  • San Francisco Opera Musicians Strike Opening Night Just As Curtain Was Supposed To Go Up

    At 7:25 p.m., leaders of the opera walked onstage and told the patrons settling into their seats for an 8 p.m. performance that the opera had been canceled. An outdoor performance set for Sunday at Golden Gate Park, part of the opening festivities, was also called off. – The New York Times

  • This Year’s Emmy Nominees Are In

    The full list here. – Television Academy

  • Colburn seeks Assistant Vice President of Performance & Rentals Marketing

    Organization

    Located in the heart of downtown Los Angeles along the city’s renowned Grand Avenue cultural corridor, Colburn is an internationally recognized performing arts institution dedicated to providing the highest quality music and dance education while enriching the broader community through exceptional performances, artistic experiences, and community engagement. Serving more than 2,000 students annually, from young beginners to emerging professionals, Colburn encompasses the Conservatory of Music, Music Academy, Community School of Performing Arts, and Trudl Zipper Dance Institute. Through its commitment to artistic excellence, accessibility, and scholarship support, Colburn has established itself as one of the nation’s leading institutions for performing arts education while also serving as a vibrant cultural destination for Los Angeles.

    Originally founded in 1950 as a preparatory music program affiliated with the University of Southern California, Colburn became an independent nonprofit organization in 1980 under the leadership of philanthropist Richard D. Colburn. Since relocating to its purpose-built campus in 1998, Colburn has become a cornerstone of Los Angeles’s cultural district alongside institutions including Walt Disney Concert Hall, The Broad, and the Museum of Contemporary Art. Its current campus features multiple performance venues, rehearsal and teaching studios, classrooms, and student residences. Primary performance spaces include the 430-seat Zipper Hall, encompassing approximately 8,300 square feet with a 1,100-square-foot stage; the 189-seat Thayer Hall, a roughly 1,600-square foot venue with a 550-square-foot stage; and the 80-seat Mayman Hall, a roughly 3,600-square-foot space with an 800-square-foot stage. Together, these venues provide Colburn with a diverse portfolio of large, midsize, and intimate spaces that support student and faculty performances, visiting artists, educational programs, community events, and rentals.

    The institution is now preparing for a transformational milestone with the 2027 opening of a Frank Gehry-designed concert hall and dance center, which will significantly expand its performance, educational, and community engagement capabilities while creating one of the world’s largest concentrations of Frank Gehry-designed buildings. The expansion will include the 1,077-seat Terri and Jerry Kohl Hall equipped with a 70-musician orchestral pit and a modular sprung dance floor, allowing the space to accommodate a broad range of orchestral, chamber, dance, and multidisciplinary performances. It will also provide a new home for the Trudl Zipper Dance Institute, Colburn’s renowned dance education program. The new dance center will include a 100-seat dance studio theater, four spacious ballet and tap studios, administrative offices, and landscaped street-level and rooftop gardens with outdoor performance spaces.

    Today, Colburn presents more than 350 performances annually, featuring internationally acclaimed guest artists, faculty, and student ensembles across music and dance. As the organization prepares to open its expanded campus, it is entering a period of significant organizational growth that will substantially increase performance activity, audience capacity, and facility rental opportunities.

    Colburn’s Board of Directors is led by Chairman Andrew Millstein, and Sel Kardan serves as President and Chief Executive Officer. The AVP reports to the Chief Marketing and Communications Officer and has two direct reports, including the Senior Marketing Manager and the Box Office Manager.

    For the fiscal year ending June 30, 2026, Colburn’s operating budget consists of total revenue of approximately $47 million, with 19% from tuition, fees, room and board, 7% from other earned revenue sources including ticket sales, rental and cafe revenue, 28% from contributed income, and 46% from endowment and similar revenue. The budget for the fiscal year ending June 30, 2028, is expected to grow with Colburn’s expansion, with an emphasis on other earned revenue opportunities.

    Sources: edited from colburnschool.edu; propublica.org

    Community

    Los Angeles, California, is a dynamic city shaped by extraordinary cultural diversity, creative energy, distinctive neighborhoods, and a dramatic landscape stretching from the Pacific coastline to mountains, canyons, and urban open spaces. With a 2025 estimated population of 3,869,089, Los Angeles is the largest city in California. More than one-third of residents are foreign-born, and 56.4% speak a language other than English at home, reflecting the international character that defines life in the city. Founded in 1781 near the Los Angeles River, Los Angeles has grown into a global center for arts, entertainment, media, culture, innovation, and commerce. Its cultural landscape includes The Broad, the Getty Center, the Los Angeles County Museum of Art, Walt Disney Concert Hall, and the Hollywood Bowl, alongside an extensive network of museums, theaters, music venues, galleries, and cultural institutions. Beaches, mountains, trails, parks, Griffith Park, and Griffith Observatory also provide exceptional access to outdoor recreation.

    Los Angeles continues to invest in a more connected, sustainable, and resilient future, with ongoing efforts focused on housing, transportation, mobility, climate resilience, and access to open space. These priorities are especially significant as the city prepares to host the 2028 Olympic and Paralympic Games, its third Olympic Games and first Paralympic Games, drawing largely on existing venues while supporting broader investments in transit, accessibility, sustainability, and regional infrastructure. In this globally connected and intensely creative setting, Los Angeles offers the cultural resources of an international metropolis alongside distinctive neighborhoods, year-round outdoor experiences, and an enduring spirit of reinvention.

    Sources: edited from lacity.gov; discoverlosangeles.com; la28.org; census.gov

    Position Summary

    The Assistant Vice President of Performance & Rentals Marketing (AVP) will lead the strategy to grow and diversify audiences, maximize earned revenue, build Colburn’s profile as one of Los Angeles’s premier destinations for music and dance, and position its world-class venues as sought-after destinations for performances, celebrations, conferences, and other special events. Blending bold brand-building with data-driven audience development and revenue-generating campaigns, the AVP will expand Colburn’s reach, convert awareness into attendance and bookings, and deepen loyalty among audiences and clients.

    Through innovative marketing and audience engagement strategies, the AVP will help establish Colburn as a must-visit destination for both local residents and visitors while creating compelling experiences that inspire audiences and clients to return again and again. The AVP will advance a distinctive, unified brand vision that showcases Colburn’s unique identity as a performing arts institution providing both exceptional performances and programs for the public and a world-class education for its students, strengthening its visibility, relevance, and impact across Los Angeles and beyond. This is an on-site position located at Colburn’s campus in downtown Los Angeles.

    Roles and Responsibilities

    Performance Marketing and Revenue Growth

    • • Lead the development and execution of comprehensive marketing strategies that drive ticket sales, attendance, and earned revenue across more than 350 performances annually and an expanding portfolio of venues.
    • • Meet ambitious performance revenue goals and develop the campaigns, pricing strategies, audience offers, and promotional approaches needed to achieve them.
    • • Identify and implement dynamic pricing, packaging, and other revenue strategies that maximize both attendance and earned income.
    • • Oversee integrated marketing campaigns across digital, email, web, social media, search, print, direct mail, radio, and other channels, balancing long-range strategy with hands-on execution.
    • • Guide the development of compelling creative, messaging, and marketing materials that bring Colburn’s performances, artists, and experiences to life for audiences.
    • • Manage the performance marketing budget, establish and monitor key performance indicators and return on investment, and continually refine spending to support measurable attendance and revenue growth.
    • • Contribute to the rollout of Colburn’s creative identity across performance marketing materials and audience touchpoints.
    • • Mentor and develop the performance marketing team, including the Senior Marketing Manager, Performance Marketing Coordinator, and Box Office team, while helping shape team capacity as activity grows.
    • • Embrace other performance marketing and revenue growth responsibilities as needed.

    Audience Development and Patron Engagement

    • • Develop and execute strategies to grow, diversify, and deepen engagement with Colburn’s distinct audiences, from core classical music, jazz, and dance patrons to first-time and emerging audiences.
    • • Cultivate new audiences while strengthening loyalty, frequency, and repeat attendance among existing patrons.
    • • Use audience segmentation, behavioral insights, and market trends to develop targeted campaigns and increasingly personalized audience experiences.
    • • Identify opportunities to enhance the value of attending Colburn performances through amenities, partnerships, special experiences, and other engagement initiatives.
    • • Collaborate early and strategically with the Philanthropy Team on strategies that strengthen patron relationships and advance institutional goals, including the development of donors giving under $1,000 and support for corporate sponsorship opportunities.
    • • Build relationships with community partners to expand access to Colburn performances through discounted and complimentary ticket programs.
    • • Cooperate with academic leadership, faculty, and colleagues across Colburn’s schools to identify and market priority student and faculty performances, ensuring audience development strategies reflect Colburn’s educational mission.
    • • Evaluate the competitive landscape and evolving audience expectations to inform positioning, pricing, programming promotion, and engagement strategies.
    • • Embrace other audience development and patron engagement responsibilities as needed.

    Rentals Marketing and Earned Revenue Development

    • • Partner closely with the General Manager/Vice President of Events and Facilities, the Events and Rental Director, and other colleagues to establish goals, priorities, and strategies for growing rental activity and related earned revenue.
    • • Develop and implement marketing and sales strategies that position Colburn’s existing and expanded facilities as premier destinations for performances, celebrations, conferences, corporate events, and other special events.
    • • Create compelling campaigns and collateral that showcase the distinctive capabilities, amenities, and experiences available across Colburn’s venues.
    • • Collaborate with designers, web manager, marketing team, and external partners to ensure rental marketing materials are cohesive, persuasive, and aligned with the Colburn brand.
    • • Identify new markets, audiences, partnerships, and promotional opportunities that can generate qualified rental inquiries and strengthen the rental pipeline.
    • • Help establish clear targets and measures of success for rental marketing and continually evaluate opportunities to increase revenue.
    • • Embrace other rentals marketing and earned revenue development responsibilities as needed.

    New Performance Facilities and Destination Marketing

    • • Play a leadership role in preparing for the 2027 opening of Colburn’s transformational campus expansion.
    • • Develop and implement launch marketing strategies that build anticipation, drive attendance, establish long term audience growth, and introduce the expanded Colburn campus as a must-visit cultural destination.
    • • Help shape audience development, pricing, patron experience, and revenue strategies for the significantly expanded volume and range of performances made possible by the new facilities.
    • • Work with strategic partners to define marketing relationships and establish effective box office operations for the expanded campus.
    • • Support the development and implementation of new systems, processes, and organizational capabilities required to successfully market and operate the expanded performance facilities, including the recently implemented ticketing and philanthropy CRM, Spektrix, and the effective use of ticketing, CRM, digital, and emerging technologies. Establish key performance indicators and regularly evaluate progress toward launch, audience, revenue, and institutional goals.
    • • Embrace other new performance facilities and destination marketing responsibilities as needed.

    Strategy, Analytics, and Organizational Leadership

    • • Translate market intelligence, audience behavior, sales trends, and competitive activity into actionable strategies that increase attendance, engagement, and revenue.
    • • Develop and monitor key performance indicators across ticket sales, audience development, marketing effectiveness, rentals, and other earned-revenue activities.
    • • Prepare and analyze data for pro formas, forecasting, financial reporting, and other institutional planning needs.
    • • Present regular reports to Executive Leadership that clearly communicate performance, emerging trends, successes, challenges, and opportunities for optimization.
    • • Serve as a strategic thought partner to the Chief Marketing and Communications Officer and colleagues across the institution on opportunities to strengthen Colburn’s market position, audience reach, and earned-revenue potential.
    • • Bring both strategic vision and a willingness to engage at the tactical level, stepping into campaign development and execution on a regular basis.
    • • Help advance a unified vision for Colburn as both a world-class educational institution and one of Los Angeles’s premier destinations for music, dance, and live performance.
    • • Embrace other strategy, analytics, and organizational leadership responsibilities as needed.

    Traits and Characteristics

    The AVP will be a resourceful and collaborative leader who is driven by practical results and committed to maximizing the effective use of time, talent, energy, and resources. Assertive and decisive, they will bring a strong sense of urgency to their work, responding quickly to changing priorities and navigating a fast-paced environment with confidence and composure. Highly interactive and adaptable, the AVP will communicate frequently, build strong relationships, and shift effectively between competing tasks and responsibilities. Receptive to new ideas, methods, and opportunities, they will balance innovation with sound instincts, bringing creativity and an openness to fresh approaches while remaining comfortable navigating ambiguity and calculated risk. Drawing on experience, intuition, and thoughtful judgment when needed, they will assess available information, provide clear direction, and make timely decisions without waiting for perfect conditions. Comfortable building structure where processes, systems, or approaches may still be evolving, they will bring clarity and organization to new and developing areas of work. With a supportive and team-oriented approach, they will contribute readily to the needs of others while maintaining the focus, initiative, and determination necessary to achieve meaningful results.

    Other key competencies include:

    • • Time and Priority Management – The dexterity to prioritize and complete tasks in order to deliver desired outcomes within allotted time frames.
    • • Personal Accountability, Planning, and Organizing – The ability to demonstrate integrity and take responsibility for decisions in the process of establishing clear courses of action to ensure that work is completed effectively.
    • • 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.
    • • Self-Starting and Flexibility – The initiative to get started while readily responding, adapting, and adjusting to change with minimal resistance.
    • • Continuous Learning – The curiosity to continually learn and apply new concepts, technologies, and methods to strengthen effectiveness and support desired outcomes.

    Qualifications

    A minimum of 10 years of experience in performance marketing for a performing arts presenter, orchestra, opera company, or similar organization is required, including at least three years at the director level or equivalent. A demonstrated track record of planning, forecasting, and achieving annual ticket revenue goals of $1 million or more is essential, as is expertise in analyzing marketing data and translating insights into actionable strategies that increase ticket sales, audience engagement, and loyalty. Candidates should have strong knowledge of classical music, jazz, and dance, experience with dynamic pricing, audience segmentation, loyalty programs, and pricing strategy, and a thorough understanding of digital marketing. Experience supervising a box office team or working closely with box office operations, processes, and customer service is expected, along with familiarity with ticketing systems and CRM databases such as Tessitura, Spektrix, AudienceView, or similar platforms. The successful candidate will be a strategic thinker who is also comfortable implementing initiatives at a tactical level and will possess excellent communication, leadership, project management, and organizational skills, including the ability to plan long-term while managing multiple deadlines and substantial volumes of information and detail. Strong interpersonal and collaborative skills are essential, particularly the ability to work effectively with graphic designers, web managers, and colleagues across the organization in a process-oriented environment. The ability to navigate a complex organization, synthesize perspectives from artists, faculty, administrators, partners, and other stakeholders, and provide clear direction that moves decisions forward is also essential. Demonstrated experience managing, mentoring, and supervising staff is required, along with a passion for the arts and a deep understanding of the value and impact of live performance.

    Compensation and Benefits

    Colburn offers a comprehensive compensation and benefits package, including an annual salary range of $160,000 to $220,000. Benefits include medical, dental, and vision insurance plans, long-term and short-term disability, life insurance, paid vacation and sick leave, and a 403(b) retirement plan with a generous employer matching contribution.

    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/colburn-seeks-assistant-vice-president-of-performance-rentals-marketing/
    Colburn is an equal opportunity employer committed to fostering an equitable, diverse, inclusive, and supportive workplace and educational environment centered on access and excellence. Colburn does not discriminate in employment on the basis of race, color, religion, national origin, citizenship, age, sex, gender, gender identity or expression, sexual orientation, ethnicity, familial status, disability, veteran status, or any other characteristic protected by applicable federal, state, or local law. Colburn is committed to providing equal employment opportunities in all aspects of employment, including recruitment, hiring, compensation, promotion, professional development, and other terms and conditions of employment.

    MORE

  • Fashion Designer Bob Mackie, 87

    Prolific costume designer Bob Mackie, whose dynamic sparkling and fringed creations dressed pop culture superstars such as Cher, Diana Ross, Dolly Parton, Beyoncé and Miley Cyrus, has died. – Los Angeles Times

  • Angela Duckworth Takes On Will Power

    High-profile authors are obviously under pressure to offer novel frameworks, but rarely do these second acts feel like an about-face. Duckworth insists that “Situated” is not a reversal but an expansion of her earlier research; as an account of individual success, grit is “necessary but not sufficient,” and must be complemented by the larger picture. – The New Yorker

  • George Lucas’ New Temple To Storytelling

    The Lucas Museum of Narrative Art, which opens this month in Exposition Park, just south of downtown Los Angeles, is a swooping, brain-beggaring, super-sexy, twin-bodied leviathan of a megastructure, white as the gown of Princess Leia, half spaceship, half cetacean, all curves, Shangri-la for skateboarders if they could ever get inside. – The Atlantic

  • David Salle On Museum Politics

    Is it possible to make qualitative judgements in an unbiased way? Maybe not. Some people feel that the whole idea of making judgements is just another form of cultural oppression. On one level, aesthetic preferences are all cultural. Take for one example the preference for consonant music over dissonant—it’s cultural, not intrinsic. – Artnet

  • What Is Poetry? ‘A glimpse of sun.’ — Jim Harrison
    <a href="https://www.artsjournal.com/herman/2026/09/what-is-poetry-a-glimpse-of-sun-jim-harrison.html" title="What Is Poetry? ‘A glimpse of sun.’ —
  • The Art Of Being Jeff Koons

    Koons the pop culture figure is often at odds with Koons the artist, causing some deep ambivalence among the art establishment. He’s at once an esoteric conceptualist and a marketing genius rivaled only by Andy Warhol and Salvador Dalí. – The New York Times

  • “The Odyssey” Was Shot On Film. Only One Company Makes The Film

    Beyond specific formats, Nolan and “The Odyssey” are part of a broader revival of physical film after the digital revolution seemed to have left it for dead.  – The New York Times