There’s no shortage of pressure right now.

The pressure on arts organizations isn’t easing up. It’s shifting, compounding, and in many cases, getting harder to manage.

“In 2027, we’re aiming for 10% growth.” “£500,000 in additional ticket sales.” “$1m more in subscriptions.”

When you set your revenue goals for the year, do you truly know what’s driving those numbers?

Complimentary tickets are a go-to strategy for arts organizations when demand feels soft, but are they as harmless as we often assume?

Lower-demand performances are a reality for every arts organization. Not every show is meant to sell out. Not every program will appeal to everyone.

Too often, retention is treated as a single-ticket issue. But the truth is more complex, and more urgent. When an organization sees major growth in new package buyers, it’s worth celebrating, but it also signals a risk.

WhenSeattle Repentered FY25, the organization was at a strategic crossroads. A successful acquisition year had brought a wave of new customers. A new Artistic Director had arrived and programmed his first season: one with a distinct vision.

Because your 2026 challenges won’t be solved with 2015 habits.

“Doing it all” has become the default survival mode. Every arts leader knows the feeling: inboxes overflowing, budgets tightening, teams shrinking, but the goals keep multiplying. You’re told to rebuild audiences, increase donations, deepen...