JANE STORIE

• Senior leader within new division encompassing Commercial, Marketing, Communications, Production, Box Office, Digital Products and Studios.
• P&L accountability for strategy and operations of £14M portfolio, encompassing partnerships; sponsorship, brand collaborations, licensing, print advertising, hospitality, catering and retail.
• Partnerships
• Spearheaded initiatives to grow revenue, diversify income and drive brand reappraisal alongside corporate rebrand.
• Uplift of existing partner to inaugural Principal Partner, The Royal Opera, deepened commitment, enhanced engagement and 100% uplift in income.
• Led work to diversify offer to include Content Creation and Brand Collaboration; creating and refining opportunities in collaboration with Audience and Media colleagues, resulting in multiple new leads with brands.
• Identified and valued new assets and rights for partners which enabled new collaborations including Royal Ballet x All Saints. This resulted in 6 figure income through content, merchandise, events and new audiences for both brands.
• Agreed operational protocols and managed in-kind agreements for use of IP with artists and colleagues across the business, requiring sensitive negotiation with artistic leadership, artists, employees and unions.
• Led, motivated, and nurtured partnership and retail teams during significant restructure and transition to new department with minimal turnover.
• Catering
• Delivered consistent growth and maintained continuous innovation, transforming the Royal Ballet and Opera into a vibrant destination, known and celebrated for food and drink experiences.
• Part of a small leadership group that reviewed and renegotiated new contract designed to attract new customers, build brand and deliver a new income model for growth.

• Operating within mature and nuanced fundraising team that delivers £60M+ per annum through Philanthropy, Events, Membership, Appeals, Partnerships and Arts Council NPO funding.
• Strategic and operational oversight, management of risk - representation and reporting to Board, Finance and Audit and Development Committee.
• Fostering robust, respectful relationships with internal stakeholders and clients, contributing to a culture of information sharing and collaborative working.
• Co-led organisation wide business / brand review, with sensitivity to the needs of internal stakeholders.
• Stewardship, impact reporting and continued cultivation of significant partners including Rolex, Deloitte, Van Cleef & Arpels and BP.
• Contribution to small, agile leadership team that led, managed and held business through Covid 19 Pandemic. Retained and extended 100% of clients, contributing to 7-figure campaign and messaging that would support eventual return to stage.
• Led and delivered tender for champagne partner resulting in financial uplift, increased comp stock and capital investment.
• Established robust, proactive working partnership with catering partner Company of Cooks (CoC).
• Re-booted catering operation post pandemic working with new leadership and staff teams, achieving additional £1M of income in year 1.
• Chaired and championed sustainability practices between CoC, ROH and 3rd party waste partner. Identified and implemented KPI's to supported net zero ambitions.
• Launch, oversight and innovation of onsite retail operation with £1.6M t/over.

Educational charity working with local children and young people, business, residents and families in Camden, Islington and Southwark.

• Foundation for FutureLondon (FFL) is a charity attached to the new cultural quarter Eastbank, within the Queen Elizabeth Olympic Park, Stratford.
• Secured £10M donation from Westfield via stakeholder alignment and narrative development.
• Established authentic, proactive relationships to define FFL's strategic position with multiple public/private stakeholders including GLA, LLDC, partner institutions and local community partners.
• Recruited and led small staff team while supporting board-level strategy and governance.

• Delivered £2.2m plan.
• Reviewed, benchmarked and reframed underperforming Patron scheme with 5% uplift.
• Launched first exhibition syndicate, secured 5 members and £40K of new income.
• Addressed period of low conversion in T&F through funder consultation and rigorous interrogation of learning strategy.
• Enhanced team culture and performance through tactical leadership and coaching.

• Developed communication and fundraising strategy to support capital relocation and brand advocacy.

• Positive contribution and growth to annual Development target of £26M, strategic and operational responsibility for £2.5M Sponsorship and £4M Patron target.
• Established a ‘can do' culture, positioning of Development at the heart of the organisation.
• Consistent high performer and new business generator; 10% growth on a £2.2M target; identified and negotiated multi-year sponsorships at £500,000+ including a unique partnership for the London 2012 Olympics that delivered an exceptional £1.2M net income and built ROH brand.
• Delivered new Patrons scheme: 97 new members and 88% retention rate in Year 1.
• Soliciting and stewarding of gifts from £5,000 to £600,000 pa.
• Cultivation and stewardship of significant and influential supporters including Board and Advisory Committee members.

Roles held in leading arts organisations, NGO's and international recruitment including Cancer Research Campaign, Raleigh International and The Hayward Gallery.