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ArtsProfessional reveals the career paths of the sector?s senior managers

Managing Director, English National Ballet (From 2005)
Moving to London was the prime motivating factor for this career move. To then be offered this position and to discover the world of ballet was an added bonus ? particularly given the dedication and professionalism of this company. English National Ballet brings together my favourite elements of arts administration ? touring, scheduling, marketing and financial management. The organisation has a rich heritage and a unique position within the dance world. I have been tremendously impressed with the ?can-do? attitude of the company, which I assume stems from the philosophy of a company established solely to tour the UK and internationally. This has been a great introduction to London and a vibrant arts scene ? Britain must have one of the most prolific and pervasive arts industries in the world!

Deputy General Manager, Sydney Theatre Company (2001?2005)
Sydney Theatre Company is situated on an historic wharf right next to the Sydney Harbour Bridge ? a dream location for a theatre company. It is also a very successful and popular company. My key responsibilities were the commercial aspects of the company ? box office and fundraising ? so I enjoyed a great degree of support from both the public and the corporate sector. The theatre company really showed me the power of a strong audience base and a much loved home.

General Manager, Arts Festivals, Sydney Olympic Games (1997?2000)
Probably the most extraordinary period of my career to date ? I was asked to oversee all the cultural celebrations for the four-year Cultural Olympiad of the Sydney Games, from 1997 to 2000. The crucial element of this successful event was the hardworking team of people that supported the artistic directors and me. We had all come from an arts background into an environment where sport was king, although we managed to make a mark for the arts, culminating in a festival focussed around the Sydney Opera House in 2000, featuring more than 4,000 artists over a six week period. It was interesting having to represent Olympic ideals of cultural and sporting cohabitation in the context of such a logistically challenging event.

Marketing Manager, Opera Australia, Sydney (1995?1997)
After an earlier period at Opera Australia, I had made it known that I would only return to Opera Australia for this job. When it became available I jumped at the chance, as marketing was my preferred discipline within the arts.

General Manager, Bell Shakespeare Company, Sydney (1994?1995)
As my first foray into general management, this national touring Shakespeare company was something of a baptism of fire, and a wonderful company with amazing aspirations. I was constantly impressed by John Bell, the Artistic Director, who had plans to take Shakespeare to the most remote areas of Australia ? and succeeded!

Opera Australia, Sydney (1987?1994)
My first job in the arts was a lucky one ? I began with Australia?s national opera company in a management accounting role and then tried my hand at long-term planning, marketing and even company management. The combination of experience in such varied areas set me up well for future general management roles. I have never underestimated the power and impact of a profit and loss account in arts administration. Ultimately, though, it is what?s on the stage that makes it all worthwhile!