The Charlotte Symphony Orchestra seeks a strategic, business-minded leader with a passion for classical music, high emotional intelligence, and collaborative style to serve as President & CEO. This person will direct, plan, and evaluate the business activities of the CSO and will be a strategic partner to the Music Director, ensuring that the highest quality music is presented.

THE COMPANY:
Founded in 1932, and led by internationally renowned Music Director Christopher Warren-Green, the Charlotte Symphony Orchestra’s (CSO) mission is to connect and strengthen the Charlotte community through exceptional musical experiences. The CSO currently employs 58 professional full-time orchestra musicians and 24 administrative staff, has created and nurtures two diverse youth orchestras, and offers significant educational programming. The CSO operates with an annual expense budget of approximately $11 million that is met through a combination of ticket sales, contract income, annual fundraising, and sponsorship. The CSO is governed by a board composed of philanthropists, Charlotte corporate leaders, and musicians from the orchestra.

The CSO is the resident orchestral company client of Blumenthal Performing Arts. Performing across the Charlotte region and beyond, the CSO presents a variety of concert series featuring Classical, Pops, Movie, Family, and special events, such as gala concerts with renowned guest artists. Longstanding Summer Pops at Symphony Park, continually voted Best Concert Series in the city, closes each season, and features the annual Celebrate America program the first week in July. On Tap series at NoDa Brewing Company offers patrons exposure to classical music in a laid-back setting four times per year, as does CSO On the Go in Ballantyne three times per year. Building upon a long track record of collaboration, this season the CSO returns as the pit orchestra for Opera Carolina and the CSO is planning a collaborative venture with the Charlotte Ballet.

The CSO actively nurtures the next generation of musicians and music lovers by supporting two diverse youth orchestras. More than half of the CSO musicians are educators in the region, teaching not only the young musicians of the youth orchestras, but students in the residency program at Northwest School of the Arts and in Project Harmony, a free, after-school orchestra and personal development program.

The CSO believes in equity and inclusion, and aims to reflect diversity on stage. The Music For All program welcomes community members on public assistance to attend any Symphony concert for $1 per ticket, and the CSO strives to be an industry leader in imaginative, relevant programming by intentionally seeking out female conductors, underrepresented in the industry, and conductors, composers, and guest artists of color. The Students In Tune membership program offers the next generation audience $10 tickets.

THE MUSIC DIRECTOR:
Now in his tenth season with the CSO, Music Director Christopher Warren-Green also serves as Music Director of the London Chamber Orchestra.

Working extensively in North America, key engagements have included The Philadelphia Orchestra, the Detroit, Houston, St. Louis, Toronto, Milwaukee, Seattle and Vancouver symphony orchestras, the Minnesota Orchestra and Washington’s National Symphony Orchestra. Elsewhere he has been seen at the helm of the Philharmonia, London Philharmonic, Royal Liverpool Philharmonic, Orchestre National de Belgique, Iceland Symphony, Beethoven Orchester Bonn and NHK, Tampere Philharmonic, Singapore, Sapporo and KBS symphony orchestras.

Warren-Green was personally invited to conduct the orchestra at the 2018 Royal Wedding of Prince Harry and Ms. Meghan Markle. Past royal engagements have included the marriage ceremony of TRH The Duke and Duchess of Cambridge at Westminster Abbey in 2011 and the Service of Dedication and Prayer following the marriage of TRH the Duke and the Duchess of Cornwall in 2005. Other notable occasions have included HM The Queen’s 80th birthday celebrations at Kew Palace, among others.

A product of community music education, Warren-Green plays a key role in the Charlotte Symphony’s educational efforts, including two youth orchestras and Project Harmony. In London he works with LCO’s Music Junction program, which gathers together young people from different backgrounds to create mutual empathy and connection through music.

Warren-Green is a fellow of the Royal Academy of Music and has recorded extensively for Sony, Phillips, Virgin EMI, Chandos, Decca, Deutsche Grammophon, and Signum Classics.

THE CITY:
Charlotte is one of the fastest growing metropolitan areas with nearly 100 people a day becoming new residents. They come for jobs in a healthy and growing economy with thriving health care, finance, and professional services sectors, and a tech talent pool growing twice as fast as the national average. They come to start and grow businesses in a region with an educated, talented, and innovative workforce, regularly ranked in the top three places to start a business. They come for lower cost of living and affordable real estate in neighborhoods fit for any lifestyle – from vibrant urban centers, to suburban cul-de-sac to quaint small towns and rural areas. Not to mention 226 days of sunshine a year. Charlotte has the fifth-busiest central business district in the U.S. for office construction and is the 10th-busiest metro area for housing permit activity. The most important result of all this development is an influx of new talent, residents, and visitors. As more people become part of this place, the region continues to grow its capacity to innovate, engage, and entertain.

SCOPE AND RESPONSIBILITIES:
Reporting to the Board of Directors, the President & CEO will direct, plan, and evaluate the business activities of the Charlotte Symphony Orchestra (CSO). The President & CEO will work closely with and support the vision of the Music Director to ensure that the highest quality music is presented – the President & CEO will provide ideas, options, and opportunities for the Music Director to realize the artistic potential of the orchestra within the budgetary realities of the business plan. The President & CEO will work collaboratively with all internal stakeholders to ensure the future health and financial sustainability of the orchestra. The President & CEO will be the key external representation and spokesperson of the CSO to many of the major individual donors, the business community, philanthropic and community partners, media and to the government. The President & CEO will work directly with the heads of marketing, fundraising, and artistic programming to maximize the business and artistic products.

In 2017, a turnaround plan was initiated by the CSO. Since that time, the CSO has eliminated the debt and finished the season with a surplus the last two years. The musicians are under contract until 2021. Community engagement activities have expanded significantly, resulting in wider visibility, increased awareness, and the start of new funding. Both a planned giving fund and a board-designated reserve fund have been established, and the addition of an annual opening night gala has netted additional six-figure contributions to the annual fund. There has been a 26% growth in ticket revenue over the past two seasons. Building off these efforts, the CSO seeks to achieve financial sustainability by 2021. Critical to achieving financial stability, the President & CEO, will develop and execute a strategic plan to accomplish the following objectives: optimize the earned revenue potential of the orchestra, thus securing a more sustainable business model; work with a Board subcommittee to establish a permanent endowment, cash reserve, and innovation fund; balance the programming and marketing to achieve the Music Director’s artistic vision and attract audiences; continue to expand community engagement offerings and increase the orchestra’s visibility and relevance across Charlotte.

Specific Responsibilities:

• Lead a strategic planning initiative that will examine the long term health and direction of the orchestra;
• With the Music Director, Board Chair, and Finance Committee develop the annual budget and set policies that result in sound fiscal management and operations;
• In collaboration with the VP of Marketing & Patron Experience, the Music Director, and the General Manager, oversee the season planning and implementation of a long term, strategic marketing effort that will capitalize into increased subscription and individual ticket sales, special concert events, and other income earning opportunities for the orchestra;
• With the assistance and collaboration of the VP of Development, become the front-line fundraiser for the organization;
• Partner with the General Manager to ensure the orchestra has the tools and opportunities to achieve artistic success within budgetary parameters, including individual and collective matters such as union contracts and labor activities;
• Bring new ideas, energies, programs, and initiatives while respecting the symphonic orchestra tradition;
• Represent the CSO externally throughout Charlotte and the metropolitan area and, along with the Music Director, act as a visible spokesperson for the orchestra;
• Position the CSO as a catalyst for engaging future generations of music lovers; maintain and extend the CSO’s nationally recognized education and community engagement programs guided by the Director of Education and Community Engagement; work with the Director of Youth Orchestra Programs to continue development and expansion of Youth Orchestra programs;
• Work closely with the Board Governance Committee to recruit and introduce new board members to the CSO and ensure current Trustees remain engaged;
• Oversee the hiring and management of the administrative staff through supervision of the department heads;
• Support and strengthen the CSO culture of collaboration among musicians, board, staff, volunteers and affiliates;
• Sustain the CSO’s commitment to inclusion and diversity, equity, and inclusion as critical to the future success of the organization;
• Through example, ensure that the CSO is a continual learning organization, striving for excellence in all of its internal and external activities;
• Communicate regularly with professional colleagues in the Charlotte arts community and share information and current trends involving American symphony orchestras;
• Keep current with existing and emerging artists and repertoire.

KEY SELECTION CRITERIA:
Qualified candidates for the President & CEO of the CSO will have at least ten years’ combined experience in marketing, development, business management, and staff leadership in the arts and will have a passion for classical music. The successful candidate will have demonstrated ability to operate in a bifurcated leadership structure and strategically position an organization toward financial sustainability.

The President & CEO will demonstrate a strong ethical core, human resource and people skills, emotional intelligence and self-awareness to gain the trust of the Board, inspire the staff and musicians, and develop a rapport with the Music Director. He or she must lead with vision and maintain this vision to face challenges and to achieve the best solution that will ultimately lead to long-term financial stability.

The President & CEO, working in close collaboration with Board leadership, will have the ability to state the value proposition of the CSO as an artistic, cultural, community, and civic asset and will have the ability to solicit funds and win major contributions to support the organization. The successful candidate will also have a demonstrated ability to identify and develop alternative revenue streams, grow and develop new audiences, and continue to build and strengthen the brand of the organization. A demonstrated creative approach to business management, to development and implementation of new ideas, projects, and initiatives, and an entrepreneurial approach to experimentation are essential.

The successful candidate will have the proven ability to balance artistic and financial decisions. The President & CEO will also have the ability to reach consensus among forces with seemingly different needs and ultimately to make decisions for the long-term benefit of the stakeholders.

A knowledge of the classical music repertoire is a plus; a love for the art form is a must.

PERSONAL/PROFESSIONAL ATTRIBUTES:

• Collaborative negotiator with the ability to support and influence the Music Director
• Charismatic leader with ability to inspire and unify teams
• Approachable manager with appropriately transparent communication style
• Visionary thinker combined with a practical approach to problem solving
• High emotional intelligence with keen understanding of the relationship between an artistic director and a CEO
• Strategic mind with openness to innovation and creativity
• Comfortable and confident as the face of an organization, visible in the community
• Impeccable personal ethics
• A belief in and alignment with the CSO’s values of Patron Service; Community; Diversity, Equity, and Inclusion; and Relevance

To apply, send resume to pdeboer@dhrinternational.com

The New Jersey Symphony Orchestra seeks a dynamic, data-oriented, and business-minded leader with a strong record of financial planning, analysis, and accounting to serve as CFO. This person will be responsible for all aspects of financial and fiscal management of the NJSO and will be a strategic partner to the President & CEO, providing research and analysis to guide business decisions.

COMPANY DESCRIPTION

As an integral part of the musical landscape in the country’s most vibrant cultural corridor, the New Jersey Symphony Orchestra (NJSO) continues to enrich lives through a passion for musical excellence and a commitment to New Jersey, its people, and its communities. The NJSO has been recognized by The Wall Street Journal as “a vital, artistically significant musical organization,” led by Music Director Xian Zhang—a “dynamic podium presence.” The New York Times has praised Zhang for her “technical abilities, musicianship, and maturity.”

The NJSO, with a current annual operating budget of more than $13 million and a $6 million endowment, serves as the resident orchestra of the New Jersey Performing Arts Center with additional performance series in five other outstanding venues throughout New Jersey. With over 140,000 guests attending more than 160 performances each year, and numerous partnerships with arts organizations, universities, and civic organizations, the NJSO enjoys broad support from approximately 3,000 donors and 6,000 subscribers.

The orchestra enjoys a unique collaborative culture between its 66 musicians, 55 trustees, and 35-member staff. Its Music Director, President & CEO, and board leadership embrace their roles as fundraisers. A dedicated and experienced administrative team, an engaged and generous board of trustees, a five-year contract with its musicians, and a comprehensive new strategic plan have positioned the NJSO for exciting growth.

At the forefront of addressing diversity, equity, and inclusion within the orchestral industry, the NJSO launched this season a multi-year professional learning module for staff, musicians, and trustees as well as the Colton Fellowship for early career musicians from communities historically underrepresented in symphonic music. Both initiatives grew out of the NJSO’s continuing commitment to transforming all aspects of the organization to reflect the diversity of the communities it serves.

In addition to its lauded artistic programming, the NJSO presents a suite of nationally recognized education and community engagement (ECE) programs that promote meaningful, lifelong engagement with live music, annually serving as many as 60,000 New Jerseyans in nearly 21 counties. Core program offerings include Concerts for Young People, the NJSO Youth Orchestras, Preschool Program and the touring chamber music program, NJSO Community Partners. Through its diverse array of programs, the NJSO expands access to quality music instruction as well as provides vital arts learning experiences that reinforce social and emotional learning outcomes, foster confidence, and bring joy.

The NJSO has seen significant progress in the early phases of its $50 million Sound Future comprehensive campaign, having already achieved more than 60% of its goal through initial leadership gifts. The campaign will culminate with the NJSO’s centennial celebration in 2022.

SCOPE AND RESPONSIBILITIES
Reporting to the President & CEO, the Chief Financial Officer (CFO) will be an integral part of the NJSO’s senior management team and is responsible for all aspects of financial and fiscal management of the NJSO. He or she will provide leadership and coordination in the administrative, business planning, accounting, and budgeting processes of the organization. He or she will develop tools and systems to provide critical financial and operational information to the President & CEO and make actionable recommendations on both strategy and operations. He or she will also oversee long-term budgetary planning and costs management in alignment with the NJSO’s strategic plan. This position also provides support to the Finance Committee of the board, in addition to managing outside consultants and business relationships including auditors, banking, and the financial information system.

The NJSO will celebrate its centennial in 2022 and the CFO will be responsible for leading financial strategy both for the centennial as well as preparing the organization for journey beyond those celebrations. A Centennial Planning Committee has recently been formed and the CFO will lead on a number of initiatives coming out of the work of that Committee.
Internally, the CFO participates with the President & CEO, Music Director, Board of Directors, and other senior staff in charting the direction of the organization. Externally, the CFO interacts with media and agencies as appropriate.

Specific responsibilities include the following:

Executive Management:

• Serve as a member of senior leadership team;
• Participate in key decisions pertaining to strategic initiatives, operating models, and operational execution;
• Work with the Strategic Planning Committee of the Board of Directors, providing data, analysis, situational scenarios and structure to the discussions;
• Oversee the Human Resources initiatives of the NJSO;
• Supporting and partnering with the President & CEO on major strategic initiatives.

Financial Planning and Analysis:

• Prepares reports which summarize and forecast activity and financial position in areas of income, expenses, and earnings based on past, present, and expected operations; maintain complete analysis of financial results; develop recommendations (strategic and tactical);
• Assist in development of organizational business plans.

Finance:

• Oversee cash flow planning and ensure availability of funds as needed;
• Oversee cash and asset management;
• Oversee financing strategies and activities, as well as relations with banks and other financial institutions;
• Develop and utilize forward-looking, predictive models and activity-based financial analyses to provide insight into the organization’s operations and business plans.

Planning and Policy:

• Coordinate the development and monitoring of budgets;
• Develop financial business plans and forecasts;
• Participate in corporate policy development as a member of the senior management team;
• Engage the Finance Committee of the Board of Directors to develop short-, medium-, and long-term financial plans and projections;
• Represent the company to financial partners, including financial institutions, auditors, etc.;
• Remain up to date on nonprofit audit best practices and state and federal law regarding nonprofit operations.

Accounting and Administration:

• Oversee the accounting department to ensure proper maintenance of all accounting systems and function;
• Ensure that optimal financial control and reporting systems are in place by establishing, or recommending to management, financial strategies, objectives, and policies for company;
• Ensure maintenance of appropriate internal controls and financial procedures;
• Ensure timeliness, accuracy, and usefulness of financial and management reporting for federal and state funders, and Board of Directors; oversee the preparation and communication of monthly and annual financial statements;
• Ensure legal and regulatory compliance regarding all financial functions.

Team Management:

• Mentor, develop, and supervise staff within CFO span of control for: work allocation, problem resolution, performance evaluation, and the building of an effective team dynamic;
• Responsible for the training and supervision of all Finance staff with an eye towards company growth.

Accounting Activities:

• Directs timely preparation of budgets, reviews budget proposals, and prepares necessary supporting documentation and justification;
• Review all month-end closing activities including general ledger maintenance, balance sheet reconciliations, and corporate/overhead cost allocation;
• Enhance and implement financial and accounting systems, processes, tools, and control systems;
• Manage all financial aspects of local, State, and Federal grants including required reporting;
• Serve as final point of decision-making for Accounts Receivable/Accounts Payable issues;
• Develop, manage, and evaluate Finance Department staff;
• Serve as a key point of contact for external auditors; manage preparation and support of all external audits.

Cash Management:

• Oversee weekly cash management; approve weekly payables; execute check signing;
• Oversee AR management and provide support to collections activities.

Insurance/Real Estate/Legal Affairs:

• Manage the company’s insurance program;
• Manage the company’s real estate affairs consisting of leases and sub-leases;
• Participate in collective bargaining negotiations along with COO and CEO;
• Negotiate new leases or lease renewals; coordinate with legal counsel.

KEY SELECTION CRITERIA
Potential candidates will have seven (7) or more years of related experience, with a career track that demonstrates increasing levels of tenure and job status from one or more of the following roles:

• Finance executive in a symphony orchestra, festival, or presenting hall that features the classical repertoire.
• Finance executive in a nonprofit arts or cultural organization with a gate or box office-based earned revenue function.
• Finance executive from an agency or financial service provider with a proven understanding of the nonprofit arts field and knowledge of the orchestra repertoire.

The successful candidate must have a strong record of financial planning, analysis, and accounting. The ability to learn quickly and understand the New Jersey region and the communities served is essential.

In addition, the ideal candidate will possess the following characteristics and experience:

• Demonstrated ability to synthesize financial data and offer strategic alternatives;
• Experience working with current information technology to manage finance and accounting systems;
• Excellent written and oral communication skills;
• Demonstrated leadership ability, team management, and interpersonal skills;
• Excellent analytical and abstract reasoning skills, plus excellent organization skills;
• Experience in a senior financial management role, partnering with executive staff, resulting in the development and implementation of creative financial management strategies;
• Significant experience in or knowledge of nonprofit accounting, grant accounting, compliance, and reporting;
• Flexible and a self-starter; able to multi-task while also being detail-oriented;
• Ability to professionally interact with the Board Finance Committee, the Strategic Planning Committee and the Board of Directors;
• Ability to take a leadership role as an active partner in new business development, projecting financial models and other information required for appropriate organization decisions;
• Bachelor’s degree in Accounting required (MA/MBA preferred);
• A CPA is highly desirable.

PERSONAL/PROFESSIONAL ATTRIBUTES

• Leadership
• Financial accountability
• Creativity
• Strategic focus
• Attention to detail
• Quality orientation
• Teamwork
• Ability to manage multiple priorities in a deadline-driven environment
• Visionary thinker combined with a practical approach to problem solving
• Impeccable personal ethics
• A belief in and alignment with the NJSO’s values of access and relevance

To apply, submit resume to Phil DeBoer at pdeboer@dhrinternational.com

The Australian National Academy of Music (ANAM) wishes to appoint an Artistic Director to provide exceptional leadership to Australia’s pre-eminent music performance training institution.

Australian National Academy of Music
Artistic Director

The Australian National Academy of Music (ANAM) wishes to appoint an Artistic Director to provide exceptional leadership to Australia’s pre-eminent music performance training institution.

ANAM provides artistic and professional development for the finest young classical musicians from Australia and New Zealand. The Board of ANAM is seeking to appoint an outstanding individual to be its next Artistic Director, to commence in January 2021. The Artistic Director will:

• appoint and direct the teaching faculty;
• oversee students’ musical development;
• lead the development and delivery of training programs, including professional, creative, and performance projects; and
• represent ANAM’s vision and achievements to a national and international community.

As the artistic leader of ANAM, the ideal candidate will demonstrate:

• experience and talent as a musical pedagogue, able to lead and inspire exceptional musical development;
• current or previous experience as an exceptional performer;
• ability to devise a broad musical program, encompassing a range of styles and forms; and
• ability to provide artistic leadership to a diverse range of teachers, performers and students to produce exceptional results in a cooperative and supportive culture.

The candidate should also:

• bring a broad Australian and international network of contacts with institutions, ensembles and individual musicians as potential collaborators with ANAM; and
• be able to inspire ANAM’s broad range of stakeholders, supporters and donors

The successful candidate will need to be based at ANAM in Melbourne, Victoria, Australia for a material portion of the year, although the Board will consider both full-time and part-time candidates for the role.

Applications

• Initial inquiries, job description and information packs may be requested (in confidence) from the assisting consultant, Mary Jo Capps via email at maryjocapps@gmail.com. ;
• General information may be obtained from anam.com.au;
• Applications should be forwarded via email to Mary Jo Capps at maryjocapps@gmail.com;
• Applications close 16 February 2020, and interviews will take place in early April.

Boston Landmarks Orchestra seeks an inspiring leader to advance the Orchestra’s mission of building community through innovative, free classical musical programming, accessibility and inclusiveness. Our new Executive Director will have a proven track record in fund raising and community outreach, strong interpersonal skills, and the ability to lead the Orchestra to achieve its strategic, organizational and financial goals.

Reporting to the Board of Trustees, the Executive Director manages an annual budget of approximately $1.5 million and currently a full time professional staff of 2, plus part time, seasonal staff and consultants, and collaborates with the long-time and visionary Music Director, Christopher Wilkins, and the Artistic Administrator to achieve the artistic priorities of the Orchestra. The successful candidate will demonstrate an understanding and appreciation for the civic and cultural roles that the performing arts in general, and orchestral music in particular, can play in bringing people together and improving the quality of life in our society, as well as, a commitment to fostering diversity, equity and inclusion through the arts.

Responsibilities include:

• Fundraising: As Chief Development Officer, the Executive Director creates and executes a comprehensive development and institutional advancement program, including the identification, cultivation, solicitation and stewardship of individual, foundation, corporate, and government donors. He/she plans and executes fundraising events such as the annual Gala, and leads endowment and capitalization campaigns.
• Board Development and Governance: Works closely with the Board to ensure strong fiscal health and effective governance following best practices in the industry. Helps to identify and recruit new Trustees and Overseers; energizes Board members in their roles as fundraisers, policymakers and community ambassadors. Works with the Board Chair to plan the meetings of the Trustees, Overseers, and their committees. Ensures that by-laws and written policies are followed and recommends potential changes to such policies. Serves as ex-officio member on all Board committees. Attends all meetings of the Board and Executive Committee; prepares and presents reports for each Board and Executive Committee meeting and for other committee meetings as required.
• Budgeting: With the Board, Music Director, Artistic Administrator, and Finance Manager, develops and manages the annual budget and financial strategies of the Orchestra. Oversees the management of cash flow and ensures the most effective use of financial resources to support the Orchestra’s mission.
• Administrative Management: Manages and leads the Orchestra’s administrative (non-artistic) staff. Hires additional staff in accordance with the annual budget and the mission of the Orchestra. Advises the Board on Human Resource policies, and assures that these policies comply with state and federal laws. Supervises the operation of the Landmarks office. With the advice and authorization of the Board, conducts lease negotiations; and with the assistance of the Office Manager, ensures that information technology needs are met.
• Marketing, Communications, and Public Relations: Campaigns for increased awareness and impact of the organization, clearly articulating its mission, vision, programs and strategic direction, and develops plans to attract a diverse audience. Oversees all marketing, social media and public relations initiatives for the organization, with the assistance of part time staff and consultants. Ensures that the work and mission of the Orchestra is effectively communicated to the public through the media and electronic publications (website, newsletter emails, and social media).
• Diversity, Equity and Inclusion: Works with the Board, Music Director, and staff to further the Orchestra’s goals of increasing diversity, equity and inclusion in our audiences, staff, musicians, Board, and partners. Seeks the advice of experts in these fields, and stays current with current recommendations on best practices from sources such as the League of American Orchestras.
• Community Outreach: In collaboration with the Music Director, develops and maintains partnerships with community arts, education, and cultural organizations to advance the Orchestra’s outreach activities and collaborative partnerships throughout Boston.
• Labor Negotiations: In consultation with the Board, the Artistic Staff and, outside counsel, acts as the principal representative of the Orchestra in labor negotiations with the Boston Musicians’ Association and other unions, as necessary.

Qualifications – the successful candidate will demonstrate the following or similar experience:

• At least 7 years of management and administrative experience in the non-profit sector, including a minimum of 3 years of experience designing and executing development strategies and fundraising efforts for a non-profit
• Solid financial management and budgeting skills
• A strong understanding of and passion for classical music, and an ability to communicate its importance persuasively to a broad range of audiences
• Proven leadership ability and measurable experience in fundraising, public relations, marketing, audience development and increasing revenue
• Passion for and dedication to raising funds personally, especially cultivating, soliciting, and stewarding major and transformational gifts
• Experience managing or working in a capital or endowment campaign
• Strategic thinker with the capacity to envision the future and plan long-term, while managing multiple current activities with care and attention to detail
• Superior interpersonal skills and the ability to interact effectively with the Board, staff, patrons, donors, and the community
• Strong communication skills and the ability to communicate the organization’s vision in person and in writing
• Ingenuity, dedication, enthusiasm, humor, and energy, good judgment. A desire and ability to work collaboratively with the Board, Music Director, Artistic Staff, and to lead and inspire by example

Compensation: Compensation will be commensurate with qualifications and experience for similar positions with Group 5/6 orchestras, as defined by the League of American Orchestras. Boston Landmarks Orchestra offers a competitive benefits package to its employees including health insurance and paid annual vacation.

Applications: The position is available immediately. Please send a cover letter, resume and three (3) professional references to: search@landmarksorchestra.org. Applications will reviewed on a rolling basis until January 17, 2020.

Questions may be addressed to the Search Committee at the above e-mail address. No calls please.

Boston Landmarks Orchestra

The Boston Landmarks Orchestra was founded in 2001 by conductor and community advocate, Charles Ansbacher. The Orchestra is comprised of professional musicians, and is active in the neighborhoods of Boston. The Orchestra is currently led by Music Director and Conductor, Christopher Wilkins in collaboration with the Executive Director and Artistic Administrator, Arthur Rishi. The name of the Orchestra comes from the close connection the Orchestra has to Boston’s public spaces, having performed on the Boston Common, in the Charlestown Navy Yard and at Fenway Park, in addition to public parks, youth centers and under-served neighborhoods throughout the City. In 2007, the Orchestra established a regular summer concert series at the Hatch Memorial Shell on the Esplanade, entertaining a growing audience along the banks of the Charles River on a weekly basis.

The performances of the Orchestra are designed to be approachable, with storylines and visual elements adding context and excitement to the experience. The Orchestra regularly collaborates with other Boston area artists and organizations including Boston Ballet II, Isabella Stewart Gardner Museum and the New England Aquarium. In recent years, the Orchestra has become a leader in promoting accessibility and inclusiveness, and is proud to be a Massachusetts Cultural Council UP Organization, and is the only orchestra to have earned that distinction.

Boston Landmarks Orchestra is part Boston tradition, part Beantown innovation; and has become an essential part of summertime in Boston.

Boston Landmarks Orchestra is an equal opportunity employer and does not discriminate on the basis of race, color, gender, religion, national origin, age, disability, sexual orientation, or any other legally protected characteristic