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...

Arts leaders are working harder than ever to attract new audiences, but too often that effort comes at the expense of the relationships already in the room (or database). Across the field, most audiences don’t return within 18 months. And with that...