Mark Skipper was recently named Manager of the Year by the Theatrical Management Association. As part of our new series offering senior arts professionals a chance to reflect on their careers in the arts, Mark looks back on nearly twenty years with Northern Ballet Theatre, including ten as its Chief Executive.
Ive held a position with Northern Ballet Theatre (NBT) for the past 19 years, and hold the honour of being the second longest serving CEO of the UKs major ballet companies. You could say that I have had several dance careers, all in one company, and in that time I have seen many changes, both internally at NBT, but also externally to the funding system and the UKs cultural landscape. I started my career with NBT in 1987 as Deputy Stage Manager when Christopher Gable was Artistic Director. It was under his direction that the Company started creating narrative ballets. It was this style of work that really appealed to me; I found it, and still find it, an engaging artform.
Soon after I joined the Company there was a downturn in funding for dance, and the Arts Council fought hard to close us. The Company responded to this threat and we fought back. At every performance Christopher would appeal to the audience for their support, and it was through that support that the Company survived. Perhaps one of the lasting legacies from that time is that NBT never takes anything for granted. We appreciate our audiences and aim to place their experience at the heart of our activities, because we know how important they are.
Following this funding crisis NBT was in deficit. This could have been time to play safe, but instead we invested in new productions and in raising production values. Two of our most enduring productions, Romeo and Juliet and A Christmas Carol, were created at this time. The gamble worked and within four years we had moved from deficit to surplus. It taught me that taking risks is a part of the job and, when calculated, they can pay off. We are still the only major ballet company that can go out on tour and cover touring costs from the sale of tickets.
One of the most difficult times was when Christopher Gable died. As Executive Director I was in the front-line to deal with the changes brought about by his death and I fought hard to keep hold of the values he had developed. Inevitably, change creates a certain amount of fall-out, partnerships are broken and some relationships cant go any further. The arts world is full of people who have created distinct and unique organisations through dogged determination and by holding on to their values. It was a similar sort of determination that made finding a successor to Christopher Gable so difficult.
Since his death, NBT has seen two changes of Artistic Director. My relationship with the Artistic Director has always been a partnership and not a hierarchical situation, and it continues in that way with the current Artistic Director, David Nixon. It makes for a good balance artistic directors should be creative and not worry about money and chief executives should be able to find the way to support that creativity.
I am proud that the Company has a set of values it has stayed true to. We havent grown so big that we are unable to tour and we still invest in at least one new production per year. It hasnt always been easy, but it makes the Company hold a distinct position on the dance landscape and that is vital to our survival. What has been interesting about remaining with the same Company for so long is that I have observed so many changes in the arts infrastructure and have had to respond to them all. I am disappointed that arts organisations no longer seem to be held as accountable to their funders as I feel they should be.
Staying with NBT in a variety of roles has meant that my work has consistently provided new challenges, but I have always had the support of the Board and of colleagues my PA has worked with NBT slightly longer than me! The challenges keep on coming. The aim now is to secure a new building for NBT in central Leeds, and secure further core funding to enable us to thrive rather than just survive. In the future, NBT will continue to develop new narrative ballets and raise the technical standards of our dancers. Its all a journey and its been a privilege for me to have played a role in this exciting dance company, and in the vibrant, and often brave, cultural community in the UK.
w: http://www.northernballettheatre.co.uk
Mark Skipper
19871988
I was Resident Stage Manager at the Kings Theatre, Southsea when Northern Ballet Theatre toured Swan Lake to the venue. At the time they were seeking to appoint a new Deputy Stage Manager. I was appointed and started at NBT in November 1987.
19881989
I was promoted to the post of Company and Stage Manager, taking responsibility for the stage management of all productions, with the added responsibility for the key communications role between administration and the touring production.
19891995
The Company/Stage Manager role grew in size and was split: I remained as Company Manager.
January 1995
I was appointed Head of Planning following a Company restructure. This involved the planning of all touring, making funding applications and touring with the Company one day a week.
July 1995
Following the sudden departure of the Business Director, I was appointed as Acting Administrator to oversee the financial, business and tour planning of NBT.
19962000
I was formally appointed as Executive Director the following year. Two years later, the Artistic Director Christopher Gable died.
20002006
My job title was changed to Chief Executive. This role involved: management of all strategic and business planning; financial affairs (in collaboration with the Finance Director); managing relationships with funding partners; direct management of all administrative and technical departments; raising the national and international profile of the Company; and leading on the development of a purpose-built home for NBT in central Leeds.
At the same time I have taken roles as a non-executive Director of Audiences Yorkshire, and Phoenix Dance Theatre (until 2005). I am also Chairman of Audiences Yorkshire Creative Services.