BRANDS, MARKETING
AND DIGITAL

Building impact and audiences

I have helped:

  • 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

  • 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

  • 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.

CAPITAL AND REVENUE 
FUNDRAISING

Growing relationships and income

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

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

  • a national orchestra to recruit a Head 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

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.

ORGANISATIONAL 
DEVELOPMENT

Transforming place and culture

I have helped:

  • 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 redevelopment

  • a leading contemporary gallery to develop governance and make a major lottery funding application for a building expansion

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

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.

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

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.

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

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.

TEAM DEVELOPMENT & RECRUITMENT

Good people, working well

I have helped:

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

In recruitment and selection
I have helped

  • a national orchestra to recruit a Head of Development

  • 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

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.

 
 
 

Strategy | Coaching Facilitation

Contact

Follow

  • Catherine Holden Twitter
  • Catherine Holden LinkedIn

Edinburgh, United Kingdom

© 2020 Catherine Holden Consulting. Site built with Wix.com