Vikki Heywood reveals the route she took to her current role.
EXECUTIVE DIRECTOR Royal Shakespeare Company (2003–present)
This great, all-consuming job is to head up the strategy and delivery of the business side of the RSC, making sure that all the creative plans can be turned into reality. I am supported by a wonderful team of marketing, finance, fundraising, PR, HR and legal specialists. A lot of time is spent promoting the company and making sure our profile is right up there. The transformation of our theatres in Stratford-upon-Avon is a major focus for us. As we enter the final year of the project we’re planning the mammoth task of opening the new theatre building, involving as many people as possible in the future life of the Company. We’re also planning for our fiftieth anniversary in 2011 and our involvement in the Cultural Olympiad for 2012. I have no space in my diary for a ridiculously long time ahead! I’m really passionate about a new campaign we have created, ‘Think Theatre’, which promotes the theatre industry to school leavers in order to build a more culturally diverse workforce. The strength of the RSC identity can be helpful in creating initiatives such as these, which are needed for the future success of the creative industry. Amongst other directorships, I am a Board Member of The London 2012 Cultural Olympiad.
JOINT CHIEF EXECUTIVE Royal Court Theatre (1994–2003)
This was the biggest rollercoaster ride of my life, and a fantastic place to work. I produced more than 100 world premiere productions in London and on Broadway, and oversaw a £20m redevelopment project as we transformed our Sloane Square home. My Dad is a writer and I loved being able to work so closely alongside established and new voices just finding their way in the world.
EXECUTIVE DIRECTOR Contact Theatre (1989–1993)
As a theatre for young people we worked hard to find an identity that could attract the vast student population. During my time we were very hampered by a building that looked like a university department – a major turn-off to our target market! It is now utterly transformed and very much in tune with its audience.
GENERAL MANAGER London Bubble (1986–1989)
This was a formative management job which taught me how to be a manager and a leader, as well as how to keep a 500-seat tented theatre up in a gale. The longest and wettest days of my career.
STAGE MANAGER (1977–1984)
My first professional job – I trained at Central School of Speech and Drama – this was a real breaking ground role. It taught me everything about how theatre works and what creative people need to be able to flourish. It connected my brain with my soul, taught me to understand the power of teamwork and selfless collaboration, and gave me an ability to multi-task.