This is such a broad category that I hesitate to even give examples. So, I would like to start by asking “what is your challenge.” If I don’t feel I can help you solve that challenge, I will say so and recommend where you can seek advice.
But here is a short list of possibilities with which I feel most experienced and may ignite other thoughts
- Performing Arts Showcasing Critique and Coaching: What do you need to do to grab the attention of presenters in a 10-20 minute showcase? Although I can critique a video or via Skype, seeing the showcase in person is the most productive way to offer advice and make improvements. After all, showcases are all about live performance. I have seen hundreds of showcases and adjudicated dozens and know what most presenters want. Check out my blog post on my overriding thoughts about showcasing.
- Board Development: Who should be on your board, what power should they have, how much should they contribute, and how do you get them and keep them engaged?
- Season Booking: With a wealth of knowledge about both the talent and presenting sides of the business, I am able to assist presenters in booking their seasons from curatorial advice to negotiating and schedule to offer submission. My preference is for the venue to determine the acts it wishes to pursue then hand it over to me. But whatever your needs are in this process, let’s talk,
- Outreach: What works in your community or your campus to get buy-in for your organization, your performances, your artists, your events? How can you overcome challenges of our increasingly complicated education system?
- Mentoring: If you are new to this work as a touring artist, presenter, agent, manager, or organization leader, let me help you get off the ground.
- Messaging Critique: Are your printed materials, web site, logos, videos, and other materials saying what you want them to say? What about messages your staff and other stakeholders are telescoping?
- Strategic Planning: Certainly an overused and often misunderstood concept, but the essence of “strategic planning” is born out of a need to keep moving forward, making your work relevant and dynamic. Do you have a mission, a vision, goals, purpose, direction? Is it a dynamic, adaptive plan? Do you need to take an audit of your mission and plans?