Hi, I'm Steven Libman, President of The Libman Group
The Libman Group devises strategies – from marketing to programming to brand creation in order to help our clients build larger and more loyal audiences. We develop programs that serve the needs of the communities while creating higher levels of commitment among staff, volunteers, and board members.
The Libman Group understands how to set and meet financial objectives. We guide our clients in operating successful annual and capital campaigns, analyzing funding sources, and turning volunteers and trustees into effective fundraisers. We help develop a compelling story and show our clients how to present it effectively.
Our insights smooth the transition for our clients to institutional maturity or help them transition successfully out of challenges. We help assign board tasks and responsibilities, respond to demands from funders for greater accountability, and design effective governance strategies that lead to closer engagement among trustees. We teach how to recruit and train trustees with a particular emphasis on embracing both the mission of the organization and the merits of fiduciary
While strategic and operational management is largely invisible to audiences and donors, it’s vital to your survival. The Libman Group’s system for evaluating operations can help arts organizations attract and manage resources more effectively. And we set clear criteria for measuring success.
Steven B. Libman
Change Management / Founder of The Libman Group
Steven is a highly successful and respected executive with 30 years of experience leading major arts organizations with extensive knowledge of producing dance, theatre and presenting multi-disciplinary performing arts series. He is nationally recognized for developing an entrepreneurial and creative approach to strategic planning, programming, branding, marketing initiatives, institutional growth, and problem solving. At the Center for the Performing Arts in Carmel IN, Steven launched the new $175 million, three venue performing arts center. He successfully branded the Center as a major community asset and developed programming for over 100 artists, built the staff from 2 to 80, the board from 3 to 30 and established a volunteer corps of over 500. In addition he instituted the business platform that resulted in a new web site, ticketing and accounting systems. At the Tony Award winning La Jolla Playhouse, as the chief administrative officer, Steven ran a four venue complex that produced over 300 performances per season, and produced 28 plays, including ten world premiers. He supervised a staff of over 100 and a part time staff of 125 and directed all strategic planning, financial management, fund raising and marketing. During his 17 years with the Pittsburgh Ballet–first as director of development, then as managing director–Steven broke new ground in funder relations, raising more than $50 million. He was equally successful in revitalizing programming and reaching new audiences. When he left the ballet, he was the longest-serving arts executive in the city, and one of the two longest-serving managing directors of major ballet companies in North America
Recently, Steven Libman launced a new radio show on WICR 88.7 at the University of Indianapolis. This special show focuses on arts education and the guests include artists, philanthropists and community leaders.
Steven Libman's Background
Steven Libman's Experience
President/CEO at The Center for the Performing Arts
July 2009 - July 2011
President/Chief Executive Officer. President of new $ 175 million three venue performing arts center with an annual operating budget of $ 13.5M, including: David Schwarz/Artec designed 1600 seat concert hall (The Palladium) , 500 seat proscenium theatre (The Tarkington) and 200 seat flexible black box (The Studio Theatre). Responsible for programming, organizing all operations and opening the Center. Built staff from 2 to 80, board from 3 to 30 and established volunteer corps of over 500. Developed and created programming for all three venues, established relationships with all major arts organizations in central, IN, including 7 resident companies. Raised capital gifts and created annual fund. Established accounts with over 25 artist management agencies. Participated in design meetings with architects and theatre consultants. Supervised programming, marketing, development, production, financial management and building operations. Created alliance/merger with the Michael Feinstein Foundation for the Great American Song Book.
Managing Director at La Jolla Playhouse
April 2005 - September 2008
Managing Director. Chief administrative officer of Tony Award winning theatre, working in partnership with artistic director, by serving as executive producer of six-to-eight play season, comprising over 300 performances, with an annual budget of $15 million. Supervise full-time staff of 100 and part-time staff of over 125. Manage a complex of four theatres, including three rehearsal studios, scenic and costume shop and a Wolfgang Puck restaurant. Negotiate contracts, including enhancement funding with Broadway producers and union contracts. Transfer productions to Broadway. Direct strategic planning, financial management, facility management, marketing, trustee development, operations and fund raising.
Managing Director at Pittsburgh Ballet Theatre
April 1987 - June 2004
Managing Director. (1991-2004) Chief Executive Officer, responsible for all administrative operations for the 9th largest ballet company in America with a $8.5 million budget including union dancers and a full-time staff of 75 and a part-time staff of over 200 including orchestra, theater technicians, costume shop and guest artists. Directed institutional/strategic planning, financial management, development, marketing, production, touring and school operations. Serve as Executive Producer for all ballets.
Development Director. (1987-1991) Responsible for design and direction of all fund-raising campaigns. Raised between $1.7 million and $2.4 million annually (including special campaigns), managed four Board fund-raising committees, served as key staff liaison with local and national funding community, and increased individual and trustee contributions by over 300%.
President at The Libman Group
We're a team assembled to help your organization build audiences, maintain relevance and stability, and improve its quality of governance. When we ask any arts organization to name its most pressing concerns, the same challenges top the list: Audiences have stopped growing. Contemporary relevance and financial stability are elusive. And governance has never been more demanding. Administrators and trustees are eager to adapt, but searching for the right combination of tools and expertise.
We formed The Libman Group to provide the essential tools and expertise through a single, integrated source. An interdisciplinary team of professionals, we foster measurable success and lasting change in non-profit organizations all across the spectrum of culture and the arts.
Steven Libman's Education
Stanford University Graduate School of Business
2005 – 2005
National Arts Strategies
Concentration: National Arts Strategies
Havard Business School
1999 – 1999
Concentration: Strategic Perspectives in Non-Profit Mangement
Rhode Island College
1977 – 1981
Concentration: Performing Arts Management
Steven Libman's Interests & Activities
Cooking, sailing, wine collecting, travel, exercise