Theatre restructure, Vancouver

Taking on multiple roles, facilitated the regional West coast shut-down of a North American theatrical enterprise, located potential investments/buyers for a $26 million Performing Arts facility, and reopened the building with new owners, a new production company, and a successful first production from mainland China.

  • Handled all West coast issues and concerns with regards to the shut down and bankruptcy of the larger North American operation.
  • Worked closely with the trustees to minimize monthly costs while developing alternative revenue sources through a network of producers to cover and support shutdown expenses.
  • After the sale of the local Vancouver Arts Centre, took on the dual role of Executive Director of the facility and Executive Producer/Technical Director of the incoming production company.
  • Conceived and developed a new business model for both the theatre and the production company.
  • Authored and implemented initial $3 million budget for the facility and $5 million budget for the production and subsequent tour.
  • In both roles, created new management teams and operational processes leading them through a fast paced, high learning curve four month restructure, rebuild, and production install and opening.
  • In both roles, developed all forward moving strategic plans building a cohesive and collaborative structure between the Front of House and Back of House staff and operations.
  • On the facility side, designed and directed all marketing, communication, and public relations activities in re-branding the theatre and selling the first production.
  • On the facility side, created and implemented all sponsorship and contra initiatives.
  • On the production side, directed, delegated, and mediated all aspects of the installation and mounting of the new production from China.

Results

  • Successfully completed the West coast shutdown of theatrical operation.
  • Maintained minimal costs during the shut down period and created satisfactory levels of income in support of shutdown expenses.
  • The various business plans built for the trustees and realtors aided in the sale of the facility.
  • A redesign and realignment of all systems and processes dropped operational expenses by 3% of initial estimate.
  • The facility was opened on time to critical acclaim for the first production.