As a former management consultant, Ian is a creative, challenging and agile thinker. As the CEO of a major institution, he has deep knowledge and experience of the complexities of doing business. As the chair of STC, he has been generous with time and networks. He has, for instance, been instrumental in progressing the thinking around, and funding for, our upcoming, transformative renovation of The Wharf.

The purpose of a governance board is to critique and enrich the work of management, to keep the organisation true to its mission, and to ensure resources are appropriately allocated. A mix of specialisations from finance to law to government relations to fundraising to marketing and the cultural sector provides a wide range of useful perspectives. Naturally, an interest in the art form as an audience member is also useful, and this Ian has in spades.

It is true, as you note, that STC is vulnerable to a downturn in ticket sales or government funding. It is also vulnerable to a downturn in philanthropic giving or corporate sponsorship. This is the situation of each and every non-profit performing arts organisation in the country. The managements and boards of these organisations grapple with this puzzle every year in order to continue serving our community.

To raise the bogeyman of “the suits have taken over the arts” and then complain that STC is not profitable enough is completely illogical. Across its history, no matter who has been in charge, STC has posted deficits as often as surpluses. This is not uncommon with non-profit organisations, and demonstrates to stakeholders that every possible resource is directed towards the achievement of mission, not the accumulation of profit. We don’t “lose money”, we invest in art, in audience development, and in educational programs in schools.