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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.

National Museum of Scotland Grand Galler


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.

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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.

Image by Dylan Gillis


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.

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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.

National Theatre of Scotland Glasgow Gir


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.