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Projects: Projects
Organisational Development
Fundraising
Brands Marketing Digital
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BRANDS, MARKETING
AND DIGITAL

Building impact and audiences

I have helped:

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  • a national theatre to review and develop its marketing and communications operation, guide the team, create a digital strategy, and recruit a director

  • a London museum to review and develop its marketing and communications operation

  • a heritage campaign body to develop a communications strategy

  • a historic theatre to review and update its brand as part of a major capital development

  • the concept team for a planned new science centre to develop brand and marketing plans

  • a UK festival to develop its marketing and fundraising function, acting as part-time interim team lead

  • a creative development agency to develop its positioning and purpose

  • an artists' residency centre to review and develop its brand

  • a marketing organisation to create a strategy for profile, programming and funding

  • a local authority cultural trust to develop marketing strategy and branding

  • a leading contemporary gallery to review its brand

  • a group of women leaders to explore personal branding

  • a national digital agency to develop a best practice framework

  • a university museum to recruit a new head of marketing

  • professional development bodies to create and teach residential marketing courses

 

During my in-house roles I was responsible for marketing strategy and comprehensive branding projects at Tate, the Natural History Museum and National Museums Scotland. I also oversaw web development and digital media for Tate and National Museums Scotland.

National Museum of Scotland Grand Galler

CAPITAL AND REVENUE 
FUNDRAISING

Growing relationships and income

I provide fundraising strategy support, rather than hands-on fundraising. I have helped:

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  • ​a multi-arts centre to develop fundraising skills and capacity, through Arts Council England's 'Catalyst' programme: this included a 'health check', a tailored handbook, Board and staff workshops, and mentoring support

  • boards to understand and expand their fundraising role: activities include running workshops, speaking at a national gathering of arts chairs, and hosting discussion panels for heritage board members

  • a national heritage body to review its case for support and volunteer leadership

  • a university to consider the pros and cons of a mass-giving programme

  • a group of mid-career leaders to develop their fundraising skills and understanding

  • a UK festival to develop its marketing and fundraising function, acting as part-time interim team lead

  • a London museum with a workshop bringing together fundraising and communications

  • two national orchestras to recruit new Heads of Development

  • a leading contemporary gallery to make a major lottery funding application 

  • a city theatre to develop visitor engagement / Activity Plan elements of a major lottery funding application

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During my in-house roles I worked with and oversaw fundraising teams for over 25 years. From 2004 to 2016 my team and I raised approx £100m in capital and revenue funding from over 1000 donors for National Museums Scotland.

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ORGANISATIONAL 
DEVELOPMENT

Transforming cultures and futures

I have helped:

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  • two national orchestras to develop 3-5 year strategies

  • four national museums and galleries to develop orgnisational strategies and strengthen senior teams

  • groups of heritage chairs with new approaches: to strategic workshops, to income generation and to managing the Chair/CEO relationship

  • a London museum communications team and colleagues to prepare for a major capital development

  • a multi-arts centre to build capacity in anticipation of a major redevelopment

  • a leading contemporary gallery to develop governance and make a lottery funding application

  • a theatre with creative ideas for daytime visiting and heritage interpretation, as part of a lottery funding application

  • a local authority cultural trust to developing marketing and brand positioning for a planned new museum

  • a gathering of global culture ministers, as a 'lead rapporteur' for two biennial conferences

  • two leadership networks to plan and facilitate residential retreats

  • two national arts organisations to create and deliver seminars and courses as a co-designer and tutor

  • tourism and cross-cultural leadership programmes as a speaker and assessor

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During my in-house roles I was closely involved with the development and launch of Tate Modern, Tate Britain, the Natural History Museum's first Darwin Centre and a series of major capital developments at National Museums Scotland. I also led visioning exercises, staff surveys, internal communications and culture change progammes, working with HR specialists and executive leadership teams.

Image by Dylan Gillis

GOOD
GOVERNANCE

Enabling effective Boards

I have helped

  • a heritage organisation to review and develop its governance and board

  • the Director and board of a sector development agency with an awayday to review strategy

  • an artists' residency centre, facilitating board/staff workshops and teamwork

  • a leading contemporary gallery to develop board succession 

  • non-execs to understand and expand their fundraising role: activities include running workshops, speaking at a national gathering of arts chairs, and hosting discussion panels for heritage board members

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I have 20 years experience of serving on boards. I currently chair Craft Scotland, a national sector development agency, and have helped to shape governance and clarify board roles. I also sit on the board of the Fruitmarket Gallery, and previously served as a non-executive director of the Edinburgh Art Festival and of the Arts Marketing Association (elected twice by members).​ As both a non-exec and senior executive I have worked with (and learnt from) upwards of 15 different chairs.

Chiswick House Childrens Trail.jpg

VISITOR
ENGAGEMENT

More people, better experiences

I have helped

  • a historic house and garden to review and develop its visitor engagement strategies - from marketing to onsite signage, interpretation, exhibitions and events

  • a city theatre to develop exhibition ideas and visitor engagement (Activity Plan) elements of a major lottery funding application

  • a leading contemporary gallery to develop a heritage-inspired activity programme

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During my in-house roles I contributed to many Project Executive Groups and Programme Boards shaping public engagement strategy, from exhibitions and events to learning programmes and new approaches to digital and traditional interpretation.

National Theatre of Scotland Glasgow Gir

TEAM DEVELOPMENT & RECRUITMENT

Good people, working well

I have helped:

  • a multi-site  national museums group develop senior team working, in support of an ambitious new strategic plan and major capital developments

  • a national theatre: acting as a part-time interim director for 9 months, supporting and developing the communications team, recruiting a permanent successor - and subsequently acting as a mentor for key staff

  • a major London museum: working with the department director and team, recommending new ways of working, supporting implementation - and subsequently acting as a mentor for key staff

  • a national arts festival, acting as a part-time interim director for fundraising and marketing for 9 months

  • a local authority cultural trust to support team building during the challenges of lockdown and business recovery

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In recruitment and selection
I have helped

  • two national orchestras to recruit new heads of development

  • a university museum to recruit a head of marketing

  • a Russell Group university to recruit the director of a new cultural diplomacy centre

  • two international festivals to recruit Executive Directors

  • a sector development agency to recruit a Chief Executive

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During my in-house roles I have established new teams, restructured and developed teams, and recruited scores of staff, from assistant to senior level. I also acted as an independent assessor for curatorial job development panels, for discipline and grievance hearings, and in trade union relations.

Visitor Engagement
Team Development
Governance
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