Reporting to the Board of Trustees, the president is the chief executive officer of Berklee, responsible for the strategic, artistic, educational, financial, operational, and cultural health of the organization. The arts and higher education are dynamic and rapidly evolving. In this context, the president is responsible for ensuring that Berklee continues to strengthen its position as the innovative leader in music, dance, and theater education, delivering value to all its students worldwide.
Priorities for the Next President
- Expand Berklee’s distinctiveness and its impact in the world, reinforcing the unique positioning of its learning environments, while realizing all the collaborative opportunities available to Berklee from the combined strengths of its various units.
- Continue to innovate on the dimensions of access, affordability, belonging, and outcomes as Berklee continues to deliver a high-quality, creative education across multiple platforms operating as a coherent system.
- In partnership with a strong and committed board, identify and develop the next generation of donors and trustees, ensuring Berklee has access to the philanthropic support and expertise it needs to thrive.
- Continue to optimize Berklee’s operating platform—systems, processes, facilities, organizational structure, etc.—so that it seamlessly supports the work of current students, faculty, and staff, and can scale to support future growth opportunities.
- Continue to strategically pursue opportunities for domestic and international partnerships that strengthen Berklee’s global footprint and leadership position.
- Ensure that the strength, diversity, and collaborative nature of Berklee’s leadership team is maintained.
- Work with the provost and the faculty to strengthen the curriculum and fully integrate it with music, dance, and theater education.
Berklee is eager to engage with successful, multidimensional leaders from a wide range of backgrounds who bring some combination of the following qualities and experiences to the opportunity:
- Successful leadership of a multistakeholder organization with meaningful levels of scale, complexity, and pace
- A passion for and profound curiosity about music, dance, and theater education, and the power of creative expression
- A demonstrated ability to build deep relationships with a wide range of people and groups that create a culture characterized by empathy and collaboration
- Evidence of impactful engagement on issues of equity, diversity, multiculturalism, and belonging
- A talent for leading, developing, and recruiting high-performance teams
- Experience working in a multicultural, international organization
- The ability to develop strong institutional partnerships that are mutually beneficial and advance an organization’s mission
Strategic Thinking: In the rapidly evolving landscape of higher education, music, dance, and theater, ensure that Berklee stays at the forefront by:
- developing an organizational strategy that incorporates complex market issues, current initiatives, competitive challenges, core values, and future needs in a clear and coherent way;
- communicating a clear strategic direction for Berklee and the evolving markets in which it operates, leading to logical changes in actions and approaches, and ensuring that everyone is pulling in the same direction; and
- developing a clear set of priorities, identifying areas for new or continued investment.
Organizational Capacity Building: In an organization that has been highly entrepreneurial and developed many new programs and initiatives, ensure that Berklee’s organizational capacity can scale to match its growth by:
- continuing to build efficient and effective business processes, administrative functions, systems, and protocols that support Berklee’s current ambitions and can scale as the institution continues to expand and grow;
- creating the optimal balance of administrative integration across Berklee’s learning environments, realizing economies of scale and expertise while preserving appropriate levels of customization to support the distinctive programmatic portfolios and needs of the different units; and
- developing and retaining diverse leadership talent and teams throughout the organization and ensuring that they are energized, aligned, and working collaboratively with each other, with all employees, and with the Berklee faculty union.
Driving Results: In a tuition-dependent organization with global reach, presence, and ambition, continue to drive positive results for Berklee coupled with great outcomes for students by:
- providing thought leadership on a national and international level about the value of creative education and the impact of the arts on culture, society, and advocacy by maintaining and enhancing Berklee’s leadership in the sector;
- refining a resilient business model for Berklee that can continue to thrive in the rapidly changing worlds of higher education, music, dance, and theater;
- serving as the chief fundraising officer for Berklee, cultivating donors and ensuring that Berklee has a cadre of philanthropic supporters who are deeply committed to the institution; and
- fostering an organizational culture of collaboration, social awareness, and trust.