What I’ve Learned Leading a Nonprofit at 26
I didn’t set out with a timeline to lead a nonprofit arts organization at 26.
But I did always know I would.
Running a nonprofit arts organization has been my dream job for as long as I can remember. When I joined High Tide Theatrical as Executive Director at 24, we were a young organization with ambition, talent, and very little money. In fact, we owed money.
From day one, stability became the priority.
STABILITY OVER FLASH
It’s easy in the arts to chase growth. Bigger shows. Bigger seasons. Bigger announcements.
But sustainability is what allows you to stay.
I learned quickly that ticket sales alone cannot sustain a theatre company, especially if you are committed to accessibility. You cannot keep ticket prices reasonable and expect them to cover production costs. Sponsors and individual donors are not supplemental. They are essential.
Responsible leadership means making hard decisions now so the organization can thrive later. Sometimes that looks like investing in new audience seating because patron comfort matters. Sometimes it looks like turning down a show your Artistic Director loves because the financial risk is too high.
We keep a dream list. We build toward it.
We don’t gamble the future for it.
FROM SURVIVAL TO EXCELLENCE
In the beginning, everything feels urgent. You say yes to everything. You stretch too few people too thin.
I learned that quickly.
Now our mindset has shifted. We are not surviving. We are planting roots.
That means excellence is the standard. Not “doing the best we can.” Not “good enough.” Excellence.
High Tide is a safe space, but safe does not mean unstructured. It means artists are free to take risks, make big choices, and try new things while still showing up with respect and work ethic. It’s a two-way street, and our volunteers give back what we give them.
No one person carries this alone. Springfield is full of extraordinary artists, and part of leadership is making space at the table for each of them.
DECISION-MAKING IN REAL TIME
Every day, I make decisions about what we can afford next.
Technical equipment. Cleaning supplies. Marketing. Licensing. I am often the only person with the full financial picture, and even when my team and board trust me, it is still difficult to say no.
But leadership requires clarity.
With more than a decade in nonprofit work, I’ve learned how to receive criticism thoughtfully…to discern what to keep and what to let go. Not every opinion requires action. Not every voice has the full picture.
And I don’t take it personally anymore.
EMOTIONAL DISCIPLINE
Theatre is high pressure. Tech week is long nights, shifting variables, and inevitable problems.
My rule is simple: if nothing and no one is on fire, we are fine.
Things will go wrong. They always do. Calm leadership allows everyone else to stay grounded. The headaches are worth it when the audience response reminds you why you’re doing it.
BUILDING AN INSTITUTION
High Tide is still young. Many people assume we’ve been doing this for decades because of what we’ve accomplished in a short time.
We are not “old hat.” We are learning in real time. All of us are contractors. Every member of our “staff” works a full-time job in addition to the hours we pour into this organization.
And yet, we are building something permanent.
By 30, I want High Tide to be a fixture in Springfield’s arts landscape: bold, accessible, welcoming, and financially stronger than we are today.
Ten years from now, what will make me proud is not just the productions. It will be knowing we set the next team up for success. That we created infrastructure strong enough for them to soar.
WHAT I REFUSE TO COMPRIMISE
Quality.
We are small, but we are mighty. Our talent speaks for itself. The standard on our stage matters.
Leading a nonprofit at 26 has required growth, humility, and discipline. It has required letting go of ego and learning continuously. It has required understanding that vision must be paired with infrastructure.
And I am just getting started.
