CAPA-Columbus Association for the Performing Arts
General Manager - Columbus Symphony Orchestra
CAPA-Columbus Association for the Performing Arts, Columbus, Ohio, United States, 43224
General Manager – Columbus Symphony Orchestra
About the Columbus Symphony
The Columbus Symphony is in a period of dynamic growth, renewed artistic ambition, and deepened community engagement. As one of the city’s cultural anchors and poised to celebrate our 75th Anniversary season, we are shaping a future that honors our artistic legacy while embracing innovation, inclusivity, and evolving expectations of our audiences. Under new executive leadership, the Symphony is strengthening organizational culture, building on a sustaining operating model, expanding educational and community impact, and planning a state‑of‑the‑art new concert hall that will elevate not only the Symphony but the entire region. This is an exciting moment to join a forward‑looking organization poised for transformation.
The Opportunity
Turn artistic vision into seamless, world‑class execution – leading teams, systems, and workflows that make performances shine.
Strategic problem‑solver who thrives in fast‑paced environments, managing complex logistics, budgets, labor relationships, and cross‑departmental coordination.
Energized by the chance to help shape a transformational new concert hall and build the operational foundation for a growing, ambitious orchestra.
Primary Function The General Manager is a key strategic and operational leader at the symphony, overseeing the systems, people, and processes that bring performances and events to life. A member of the senior leadership team, the GM reports to the CEO and works in close partnership with the VP of Artistic Planning & Programs, CFO, Music Director, Principal Pops Conductor, and senior leadership colleagues. The GM ensures the smooth, efficient, and high‑quality execution of all orchestra operations, manages critical relationships with musicians, venues, unions, and partners, and plays a vital role as we plan and build our future home.
Duties and Responsibilities
Organizational Leadership & Collaboration
Serve as a member of the senior leadership team in establishing organizational strategy, priorities, goals, and budget and fostering a positive and inclusive organizational culture.
Collaborate closely with the CEO, VP of Artistic Planning & Programs, and other department heads to ensure cohesive planning across artistic, operational, and administrative functions.
Provide regular updates and analyses to the CEO and, when requested, the Board of Trustees.
Model a collaborative, solutions‑oriented approach that reinforces a positive and high‑performing organizational culture.
Operations Management
Lead all aspects of concert and event operations, including scheduling, technical production, stage management, and front‑of‑house coordination.
Supervise production and operations staff, stage crew, and venue management personnel.
Work with the CFO and finance team to develop and monitor the production and facilities budgets; identify and implement cost‑saving initiatives without compromising artistic quality or mission.
Oversee maintenance and capital needs related to production equipment and infrastructure.
Manage relationships and logistics related to touring, run‑outs, and community engagement performances.
Partner with the VP of Artistic Planning & Programs to align production logistics with artistic intent and programming strategy.
Manage the organizational use of file‑sharing and calendar‑management platforms and serve as the main point of contact for IT resources.
Orchestra Personnel Management & Labor Relations
Oversee orchestra personnel management including auditions, hiring, contracting, visa and work authorization, policies and procedures, working with HR to ensure timeliness, accuracy, compliance, and service objectives are met.
Administer the Collective Bargaining Agreement (CBA) in partnership with the CEO, CFO and HR; maintain accurate records of CBA compliance and provide guidance to staff and musicians on contractual matters.
Serve as principal member of the management negotiating team for musician and stage employee contract negotiations (with AFM and IATSE), preparing analyses, data, and scenario planning to inform discussions.
Foster positive, transparent working relationships with musicians and union representatives built on trust and collaboration including maintaining regular communication with the Orchestra Committee.
Facilities & Venue Management
Oversee all Symphony facilities and manage relationships with external venues and partners including administrative offices, rehearsal spaces and performance venues, ensuring compliance with union agreements, safety codes, and insurance requirements.
Manage venue scheduling, maintenance and vendor relationships.
Lead development of long‑term facility plans and capital maintenance budgets.
New Building Planning, Design, Construction & Launch
Serve as core member of the project leadership team for the Symphony’s new concert hall development.
Coordinate day‑to‑day planning efforts among the Symphony, architect, acoustician, owners’ rep and/or other key consultants.
Translate artistic, technical, education and guest experience needs into operational design requirements for all performance, rehearsal, education, backstage, and public spaces.
Collaborate with artistic, production, education, and front‑of‑house teams to ensure the facility supports current and future programming models.
Provide data, operational insight, and financial modeling to inform design decisions and business planning.
Partner with CEO, board and city stakeholders to align the building’s design with the organization’s long‑term strategic and community goals.
During construction: liaise with construction management team, manage owners’ rep/project manager, and relationships with city partners; monitor design and construction progress to ensure adherence to budget, timeline, and functional needs; lead operational readiness planning; and contribute to the development of detailed operating budgets, staffing models, and transition plans.
During pre‑opening and launch: lead the development and implementation of new operational systems, policies and workflows for the new facility; manage move‑in logistics; ensure readiness across safety, security, accessibility and sustainability standards; and develop post‑opening evaluation processes to ensure continuous improvement and operational excellence.
Key Performance Objectives
Manager effectiveness rating acceptable from CEO’s perspective, showing clear attention to team performance and engagement.
Rehearsals, concerts and events start and end on schedule with no preventable disruptions.
Published season schedule accurate with minimal changes or conflicts.
Operations and production budgets maintained within 2% of approved levels.
CBA adhered to with timely resolution of concerns from the perspective of the union local president.
Internal partners report clear, timely communication and effective collaboration with rare escalation to the CEO.
New concert hall operational requirements and user needs delivered by agreed‑upon milestones.
Quarterly identification and proactive management of operational risks (schedule conflicts, technical issues, staffing gaps).
Demonstrated improvements in scheduling, communication, or production efficiency measured through time savings, reduced errors or fewer reworks.
Positive relationships with musicians built, leading to successful negotiation process.
30/60/90 Day Plan
First 30: Get to know musicians, staff, union leadership and key partners; observe rehearsals, concerts and production workflows; review current schedules, budgets, systems, and CBA provisions; identify immediate operational needs and “quick wins”.
First 60: Implement improved processes for scheduling, communication, and production planning; deepen collaboration with Artistic Planning, Production, Marketing, Development and FOH teams; begin meaningful engagement in new concert hall planning and user requirements; address early staffing, workflow, or resource gaps.
First 90: Establish multi‑season planning tools and clear operational procedures; provide operational input into hall design and long‑term infrastructure needs; align operations with strategic and budgetary goals; deliver a forward‑looking 12‑month roadmap for operational excellence.
Knowledge, Skills and Abilities
Significant experience in orchestra or performing arts operations.
Sophisticated understanding of production, venue management, technical operations and workplace safety.
Experience with union environments and collective bargaining.
Calm, decisive leadership in fast‑paced, high‑stakes environments.
Strong budgeting, project management, and organizational capabilities.
Commitment to creating a respectful, equitable workplace for all staff and musicians.
Ability to work productively under pressure, maintain a positive attitude, and prioritize and manage multiple projects simultaneously.
A passion for live symphonic music and its role in community life.
Experience with facility management, building planning, design and construction preferred.
Knowledge of ArtsVision software a plus.
Credentials and Experience
Bachelor’s degree.
Typically, 7+ years of experience in an operational role within a performing arts environment, including five or more years of experience in a senior‑level position.
Base pay for this role is $110,000 – $120,000.
Special Requirements
Successful background check.
Ability to have reliable transportation and work evenings and weekends, as the majority of CSO’s public events take place at night and on weekends.
Seniority level: Executive | Employment type: Full‑time
#J-18808-Ljbffr
The Opportunity
Turn artistic vision into seamless, world‑class execution – leading teams, systems, and workflows that make performances shine.
Strategic problem‑solver who thrives in fast‑paced environments, managing complex logistics, budgets, labor relationships, and cross‑departmental coordination.
Energized by the chance to help shape a transformational new concert hall and build the operational foundation for a growing, ambitious orchestra.
Primary Function The General Manager is a key strategic and operational leader at the symphony, overseeing the systems, people, and processes that bring performances and events to life. A member of the senior leadership team, the GM reports to the CEO and works in close partnership with the VP of Artistic Planning & Programs, CFO, Music Director, Principal Pops Conductor, and senior leadership colleagues. The GM ensures the smooth, efficient, and high‑quality execution of all orchestra operations, manages critical relationships with musicians, venues, unions, and partners, and plays a vital role as we plan and build our future home.
Duties and Responsibilities
Organizational Leadership & Collaboration
Serve as a member of the senior leadership team in establishing organizational strategy, priorities, goals, and budget and fostering a positive and inclusive organizational culture.
Collaborate closely with the CEO, VP of Artistic Planning & Programs, and other department heads to ensure cohesive planning across artistic, operational, and administrative functions.
Provide regular updates and analyses to the CEO and, when requested, the Board of Trustees.
Model a collaborative, solutions‑oriented approach that reinforces a positive and high‑performing organizational culture.
Operations Management
Lead all aspects of concert and event operations, including scheduling, technical production, stage management, and front‑of‑house coordination.
Supervise production and operations staff, stage crew, and venue management personnel.
Work with the CFO and finance team to develop and monitor the production and facilities budgets; identify and implement cost‑saving initiatives without compromising artistic quality or mission.
Oversee maintenance and capital needs related to production equipment and infrastructure.
Manage relationships and logistics related to touring, run‑outs, and community engagement performances.
Partner with the VP of Artistic Planning & Programs to align production logistics with artistic intent and programming strategy.
Manage the organizational use of file‑sharing and calendar‑management platforms and serve as the main point of contact for IT resources.
Orchestra Personnel Management & Labor Relations
Oversee orchestra personnel management including auditions, hiring, contracting, visa and work authorization, policies and procedures, working with HR to ensure timeliness, accuracy, compliance, and service objectives are met.
Administer the Collective Bargaining Agreement (CBA) in partnership with the CEO, CFO and HR; maintain accurate records of CBA compliance and provide guidance to staff and musicians on contractual matters.
Serve as principal member of the management negotiating team for musician and stage employee contract negotiations (with AFM and IATSE), preparing analyses, data, and scenario planning to inform discussions.
Foster positive, transparent working relationships with musicians and union representatives built on trust and collaboration including maintaining regular communication with the Orchestra Committee.
Facilities & Venue Management
Oversee all Symphony facilities and manage relationships with external venues and partners including administrative offices, rehearsal spaces and performance venues, ensuring compliance with union agreements, safety codes, and insurance requirements.
Manage venue scheduling, maintenance and vendor relationships.
Lead development of long‑term facility plans and capital maintenance budgets.
New Building Planning, Design, Construction & Launch
Serve as core member of the project leadership team for the Symphony’s new concert hall development.
Coordinate day‑to‑day planning efforts among the Symphony, architect, acoustician, owners’ rep and/or other key consultants.
Translate artistic, technical, education and guest experience needs into operational design requirements for all performance, rehearsal, education, backstage, and public spaces.
Collaborate with artistic, production, education, and front‑of‑house teams to ensure the facility supports current and future programming models.
Provide data, operational insight, and financial modeling to inform design decisions and business planning.
Partner with CEO, board and city stakeholders to align the building’s design with the organization’s long‑term strategic and community goals.
During construction: liaise with construction management team, manage owners’ rep/project manager, and relationships with city partners; monitor design and construction progress to ensure adherence to budget, timeline, and functional needs; lead operational readiness planning; and contribute to the development of detailed operating budgets, staffing models, and transition plans.
During pre‑opening and launch: lead the development and implementation of new operational systems, policies and workflows for the new facility; manage move‑in logistics; ensure readiness across safety, security, accessibility and sustainability standards; and develop post‑opening evaluation processes to ensure continuous improvement and operational excellence.
Key Performance Objectives
Manager effectiveness rating acceptable from CEO’s perspective, showing clear attention to team performance and engagement.
Rehearsals, concerts and events start and end on schedule with no preventable disruptions.
Published season schedule accurate with minimal changes or conflicts.
Operations and production budgets maintained within 2% of approved levels.
CBA adhered to with timely resolution of concerns from the perspective of the union local president.
Internal partners report clear, timely communication and effective collaboration with rare escalation to the CEO.
New concert hall operational requirements and user needs delivered by agreed‑upon milestones.
Quarterly identification and proactive management of operational risks (schedule conflicts, technical issues, staffing gaps).
Demonstrated improvements in scheduling, communication, or production efficiency measured through time savings, reduced errors or fewer reworks.
Positive relationships with musicians built, leading to successful negotiation process.
30/60/90 Day Plan
First 30: Get to know musicians, staff, union leadership and key partners; observe rehearsals, concerts and production workflows; review current schedules, budgets, systems, and CBA provisions; identify immediate operational needs and “quick wins”.
First 60: Implement improved processes for scheduling, communication, and production planning; deepen collaboration with Artistic Planning, Production, Marketing, Development and FOH teams; begin meaningful engagement in new concert hall planning and user requirements; address early staffing, workflow, or resource gaps.
First 90: Establish multi‑season planning tools and clear operational procedures; provide operational input into hall design and long‑term infrastructure needs; align operations with strategic and budgetary goals; deliver a forward‑looking 12‑month roadmap for operational excellence.
Knowledge, Skills and Abilities
Significant experience in orchestra or performing arts operations.
Sophisticated understanding of production, venue management, technical operations and workplace safety.
Experience with union environments and collective bargaining.
Calm, decisive leadership in fast‑paced, high‑stakes environments.
Strong budgeting, project management, and organizational capabilities.
Commitment to creating a respectful, equitable workplace for all staff and musicians.
Ability to work productively under pressure, maintain a positive attitude, and prioritize and manage multiple projects simultaneously.
A passion for live symphonic music and its role in community life.
Experience with facility management, building planning, design and construction preferred.
Knowledge of ArtsVision software a plus.
Credentials and Experience
Bachelor’s degree.
Typically, 7+ years of experience in an operational role within a performing arts environment, including five or more years of experience in a senior‑level position.
Base pay for this role is $110,000 – $120,000.
Special Requirements
Successful background check.
Ability to have reliable transportation and work evenings and weekends, as the majority of CSO’s public events take place at night and on weekends.
Seniority level: Executive | Employment type: Full‑time
#J-18808-Ljbffr