Mission is the filter.
If a tactic does not serve what the institution is for, it is activity.
I have run the work from inside ballet companies, museums, consultancies, and agencies. I have grown earned and contributed revenue. That belongs in the room if I am going to be useful to you.
Most of the useful years have been in mission-driven rooms — institutions that have to make payroll and still mean something on Saturday night. At Texas Ballet Theater I led marketing and communications through a multi-year stretch of record attendance and 20%+ annual revenue growth. At the Bowers Museum I held external affairs — marketing and fundraising together — and the numbers moved because the system did, not because we posted more often.
Between institutions I built Eolas Solutions and sat as acting CMO or COO for nonprofits and mission-driven shops that needed a senior brain without a two-year search. Before that: a digital firm under this same DMIdeas name, and earlier, interactive leadership at Young & Rubicam / Wunderman. The through-line is not a sector. It is making a number move without lying to the board about how.
I will not pretend every chapter ended cleanly. Unsuccessful exits teach you the cost of waiting, the cost of a bad partner, and the cost of doing the job alone. That is often what a sitting ED or CEO is actually buying.
If a tactic does not serve what the institution is for, it is activity.
We treat the situation like a project: analyze, plan, execute, hit milestones.
We will treat the work as work — and we will not pretend the rest of your life is off the books.
I am not a therapist, psychiatrist, physician, or lawyer. I am not a rented COO. If what you need is one of those, I will say so and I will not take the seat.