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{How I did it: James Wright}
Vancouver Opera CEO and general director James WrightTue Oct 22,[url=http://www.cetreria.com/foro/viewtopic.php?f=10&t=70062]discount moncler jackets M. Youn #file_links[D[/url], 2013 12:01am PSTBusiness in Vancouver’s “How I Did It” feature asks business leaders to explain in their own words how they achieved a business goal in the face of significant entrepreneurial challenges. In this week’s issue, Vancouver Opera CEO and general director James Wright talks about “10-11” – the fiscal period when recession,[url=http://www.moncler-sale.org]moncler on sale[/url], demographics and a general disruption in the live entertainment world converged to put the opera company $831,000 in debt – and how it has recovered.“When I came here [in 1999],[url=http://www.moncler-sale.org]moncler sale[/url], the budget was $5.5 million. Now the budget hovers around $10 million. We had a period of sustained growth and then 10-11 happened.“That was a big,[url=http://www.moncler-sale.org]moncler down jackets[/url], bad year, because of the economic downturn and because of some of my decisions in repertoire. We lost $1.4 million. We went from an accumulated surplus of several hundred thousand dollars to an accumulated deficit of about $831,000.“We lost subscribers. We had about 6,500 in 2008-09. We ended up with 5,[url=http://mytymecapsule.com/blog.php?user=jam7e550594&blogentry_id=3188653]moncler outlet[/url],600. This is also in the context of an evolving industry. We’re all feeling the ramifications of digital technologies,[url=http://www.moncler-sale.org]discount moncler jackets[/url], new delivery systems, the Metropolitan Opera HD broadcast.“It came at a time when the whole industry is really focusing on what’s happening demographically: an aging traditional audience, the demographic changes in a community like Vancouver. People are bringing their own cultural traditions,[url=http://www.moncler-sale.org]moncler outlet[/url], and they may not have interest in ours.“We had to let five people go during the spring of 2011. We realized we had to pay more attention to the changes in audience, not only the demographic changes but what our current audience wants and what our potential audience wants.“We revised the repertoire and put more popular work in. We did a big splashy West Side Story in the fall of 2011 and sold more tickets to that than anything we’ve ever done before. It was $880,000 of single sales. That brought in a lot of new people. We closed that year in May of 2012 with Aida, which is also very popular.“The other thing that has been very important is that we moved into a new all-inclusive facility [the O’Brian Centre at 1945 McLean Drive in Vancouver]. We were in five locations before. We rehearsed in one place,[url=http://www.blogster.com/tomscugrs/moncler-down-jackets-lethargy-or-confusion]moncler down jackets lethargy or confusion[/url], our scene shop was somewhere else – it’s a lot of rent.“The O’Brian Centre has increased our donors, the size of the donor gifts, plus we’re saving $200,000 a year on facility costs. We have raised over $1.5 million directly related to this building. The donor community responds best to campaigns, to reasons to give. It’s gotten harder to raise money for plain old opera.“None of us are out of the woods. We can’t do the most popular operas every year because there aren’t that many. We can only do Madame Butterfly every six years, and we’re not going to turn into a Broadway company. We’ll select music theatre that make sense for our company, but we’re not going to all of a sudden be doing Guys and Dolls.” •Q&ATags: music, Vancouver Opera, recession, entrepreneur
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