As Senior Advisor to the Producers, provided ongoing advice and executive coaching to an innovative team and underpinned General Management and all marketing initiatives.
With a later additional responsibility in an Operational role, assisted in developing and implementing a lean and swift process to support the second phase of the project, created and maintained harmony amongst the various silos, and facilitated meeting integrity by shepherding all crucial meetings, both co-located and virtual/digital, through a fast and efficient process.
As the production pivoted from the initial vision/creative team to a new director/design group, aided in keeping the production on track with the core team for a six-month schedule to opening. In doing so, advocated on behalf of the production to stakeholders, the director and incoming creative team, performers/artists along with theatre management, staff, and crew.
Designed, worked, and led the production through a new communication process to keep the default language/communication focused on results and away from gossip and complaints as the production neared opening night.
RESULTS
The entire production was re-imagined and re-engineered halfway through the build and opened successfully, on time, and playing to nearly 82,000 people over two iterations of the production.
The marketing initiative was overhauled and re-designed to incorporate an original 60/40 mix of digital/social media and traditional platforms.
Budgets were kept in line and all stakeholders were kept up-to-date on all aspects of the emerging production.
The speed required to rebuild the production within a six-month time frame to opening was accomplished with a more open and innovative business structure and a core team of truly motivated and inventive people.
The digital promo video, which was part of the digital media outreach was awarded the “Small Shops, Big Ideas” Davey award.
William Kerr And associates 