Trevelyan Wright reveals the path he took to his current role.
Organisational Development Team Leader, B Arts (2009–present)
After years of talking about working for an organisation that embodies the values of arts education, I’ve finally managed it. I’m part of the leadership team of B Arts, and my work spans everything from developing new partnerships and programme ideas to maintaining our web presence and financial management. With the second year of the Cultural Leadership MA Programme at City University to complete as well, I feel my career is in some ways only just beginning.
Head Of Education, Compton Verney (2006–2009)
Leaving Sandwell for South Warwickshire, I learnt about work in galleries and museums. I have great memories of producing outdoor work in 32 acres of beautiful gardens, but almost from the moment I arrived the inspirational Kathleen Soriano (now at the Royal Academy) was prodding me to think about making the leap from education to leadership.
Creative Learning Director, The Public (2004–2006)
Like almost everyone who heard The Public’s pitch, I leapt at the chance to work on the largest community arts project in the UK, in which a £52m cultural venture would lead on regenerating the hugely deprived area of Sandwell. Sadly the overruning building costs dragged the charity into administration and the ambitious programme of work I developed was no longer possible. Whilst working with the administrators was not pleasant, I learnt a huge amount about restructuring and managing change through periods of crisis.
Head of Learning Programmes, The Royal Shakespeare Company (2002–2004)
I would recommend that anyone go and work for one of the national companies. You’ll scratch a career itch and learn a huge amount about yourself, your skills, and the work you enjoy doing. I was able to travel frequently and see artists at the very apex of their profession: huge perks in any arts job. Working alongside Clare Venables, now sadly deceased, taught me about how important it is to anchor your work around a vision of what you want to achieve.
Head Of Education, Birmingham Rep (1999–2002)
I have enormous affection for the Rep, a cultural institution trying to achieve the very highest artistic standards while remaining relevant to a dynamic and fast-changing city. This job brought me to the West Midlands, where I still live, and gave me insights into the financial and organisational pressures of managing a large cultural organisation. I can’t wait to see it transformed by its shared foyer space with the new Library of Birmingham building.
Head Of Education, Salisbury Playhouse (1996–1999)
My first management job leading a team of three. I assumed responsibility for annual budgets, and joined a senior management team. I felt very grown up, and started on the same day as the director Rupert Goold, who was then a trainee.
How I Got Started (1987–1996)
I left university wanting to be a theatre director, and co-founded and ran Transfer Theatre for four years. We started to do education work, and Remould Theatre Company in Hull offered me my first salary to run workshops and education projects. I realised a career in theatre education was more feasible than becoming the next Peter Brook. I then spent three years running the youth theatre and education work at The Watermill Theatre in Berkshire.