Strategic support for people in the arts, heritage and creative industries
PROJECTS AND EXPERTISE
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
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a London museum to review and develop its marketing and communications operation
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a heritage campaign body to develop a communications strategy
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a historic theatre to review and update its brand as part of a major capital development
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the concept team for a planned new science centre to develop brand and marketing plans
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a UK festival to develop its marketing and fundraising function, acting as part-time interim team lead
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a creative development agency to develop its positioning and purpose
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an artists' residency centre to review and develop its brand
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a marketing organisation to create a strategy for profile, programming and funding
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a local authority cultural trust to develop marketing strategy and branding
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a leading contemporary gallery to review its brand
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a group of women leaders to explore personal branding
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a national digital agency to develop a best practice framework
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a university museum to recruit a new head of marketing
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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:
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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
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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
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a national heritage body to review its case for support and volunteer leadership
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a university to consider the pros and cons of a mass-giving programme
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a group of mid-career leaders to develop their fundraising skills and understanding
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a UK festival to develop its marketing and fundraising function, acting as part-time interim team lead
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a London museum with a workshop bringing together fundraising and communications
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two national orchestras to recruit new Heads of Development
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a leading contemporary gallery to make a major lottery funding application
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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 cultures and futures
I have helped:
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two national orchestras to develop 3-5 year strategies
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four national museums and galleries to develop orgnisational strategies and strengthen senior teams
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groups of heritage chairs with new approaches: to strategic workshops, to income generation and to managing the Chair/CEO relationship
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a London museum communications team and colleagues to prepare for a major capital development
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a multi-arts centre to build capacity in anticipation of a major redevelopment
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a leading contemporary gallery to develop governance and make a lottery funding application
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a theatre with creative ideas for daytime visiting and heritage interpretation, as part of a lottery funding application
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a local authority cultural trust to developing marketing and brand positioning for a planned new museum
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a gathering of global culture ministers, as a 'lead rapporteur' for two biennial conferences
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two leadership networks to plan and facilitate residential retreats
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two national arts organisations to create and deliver seminars and courses as a co-designer and tutor
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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
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a heritage organisation to review and develop its governance and board
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the Director and board of a sector development agency with an awayday to review strategy
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an artists' residency centre, facilitating board/staff workshops and teamwork
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a leading contemporary gallery to develop board succession
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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
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a historic house and garden to review and develop its visitor engagement strategies - from marketing to onsite signage, interpretation, exhibitions and events
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a city theatre to develop exhibition ideas and visitor engagement (Activity Plan) elements of a major lottery funding application
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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:
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a multi-site national museums group develop senior team working, in support of an ambitious new strategic plan and major capital developments
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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
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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
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a national arts festival, acting as a part-time interim director for fundraising and marketing for 9 months
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a local authority cultural trust to support team building during the challenges of lockdown and business recovery
In recruitment and selection
I have helped
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two national orchestras to recruit new heads of development
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a university museum to recruit a head of marketing
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a Russell Group university to recruit the director of a new cultural diplomacy centre
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two international festivals to recruit Executive Directors
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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.