Selected work

The work.
And what changed.

Arts leadership, production, audience building, and business operations. These examples come from my previous roles; each story explains my part and the result in context.

Four performers in Broadway Olympia’s Songs for a New World — Songs for a New World, 2019 · Photograph by Kyle Murphy

Broadway Olympia / Founder & producer

A first season.
An audience built from scratch.

I launched Broadway Olympia without a season-ticket holder base or a production history. I attracted ticket buyers primarily through social media and guerrilla marketing, building visibility for the productions from the ground up.

$171,000Gross ticket sales across six productions in one inaugural season, 2018–19.

8,500 ticketsSold across the same six productions.

The first three productions were profitable. The inaugural season received no donations or grants; the $171,000 figure represents gross ticket sales, before production costs.

COVID interrupted the next phase. The organization later continued with a greater focus on community theater.

For your next production

I can help define the audience, plan the campaign, improve the path to purchase, and track ticket-sales progress against your goals.

Creative Theatre Experience / Executive director, 2025–26

Enrollment growth and financial recovery.

CTE needed financial rehabilitation and a stronger way to reach and communicate with families. As executive director, I adjusted enrollment timing and added digital and offline marketing tactics aimed directly at the families we wanted to reach. I also used the Google Ad Grant to expand our search coverage. I tracked those efforts regularly, alongside updates to the website and internal communication and work to rehabilitate the finances.

62.5% enrollment growth112 students in the 2025 season → 182 in the 2026 season: 70 additional students.

The enrollment figures compare the two seasons; they are not a measure of donations raised. That work helped keep the organization operating. It brought marketing, enrollment, communication, and finances into the same plan.

For your program

We can examine how families find you, register, and stay engaged, along with the operational needs that growth must support.

CTE participants assembled on stage, with children’s faces obscured — Creative Theatre Experience · Faces obscured for privacy

Mercury Rising / Producer · April 8, 2023

A local Queen tribute.
A sold-out Washington Center.

Mercury Rising brought local performers together for a Queen tribute at the Washington Center for Performing Arts on April 8, 2023. Ticket sales built gradually over roughly a year, and the concert sold out a couple of days before the event. No seats remained.

My role

I produced the event and was responsible for marketing, ticket sales, and the financial execution behind the scenes. I did not perform. My job was to make sure the event worked financially and people showed up.

How I reached the audience

The campaign used social media, email lists, and flash performances around town to connect the Queen tribute with prospective ticket buyers.

Mercury Rising · April 8, 2023 · Washington Center for Performing Arts. Silent excerpt: the band performs under colored lights, with audience members near the stage.

Business experience

The same attention to clear goals, relationships, and follow-through also informs my work with businesses.

MedBridge / Account-management oversight · June–December 2023

Clear priorities. Better account-management results.

8 of 8 account managersMet retention and expansion goals within six months.

30 days earlyAll accounts contractually renewed one month before their renewal dates.

The situation

I oversaw eight account managers responsible for an existing $50 million portfolio. Everyone was missing retention goals, and account renewals were closing as late as 60 days after their renewal dates, disrupting accounting and executive projections. By December 2023, every account manager met retention and expansion goals, and all accounts were contractually renewed one month ahead of their renewal dates.

What I changed

I created tools and processes that made the connection between each account manager’s work and the business’s goals visible. We clarified why deadlines mattered and how to meet them, along with the relationship between daily work, team goals, company goals, and compensation.

I also formed problem-solving groups to work through common obstacles to achieving our goals. The approach combined clearer expectations with a shared way to solve recurring challenges.

Why it matters for your business

Clear priorities and ownership can change how a team performs. I bring that approach to sales processes, customer retention, internal communication, and reporting. The $50 million was the existing portfolio the team managed, not new revenue generated.

Explore sales-team consulting

The work. And what changed.

A first season. An audience built from scratch.