Theatre Leadership

I believe that financial sustainability is not the opposite of artistic ambition—it is one of its prerequisites.

Original vision

When I joined Turnéteatret i Trøndelag in 2023, my ambition was to build an organisation capable of creating excellent theatre for decades to come. That meant strengthening the institution artistically, organisationally and financially—not as separate goals, but as mutually dependent parts of the same vision.

My role

As Managing Director (CEO), I was responsible for the theatre's strategic leadership, organisational development, financial management, governance, public funding, partnerships and long-term planning. Working closely with the board, artistic leadership and staff, I led a comprehensive process of organisational renewal while protecting the theatre's artistic ambitions and public mission.

What we created

Over three years, the theatre underwent a significant transformation. Together we strengthened the organisation's financial position from a period of considerable vulnerability to one of stability, rebuilding reserves, increasing production capacity and creating the conditions for long-term artistic investment.

Alongside the financial turnaround, we strengthened governance, clarified strategic priorities, modernised organisational structures and improved the theatre's ability to respond to future challenges without compromising artistic quality.

Lasting impact

The changes implemented during my tenure continue to shape the theatre beyond my departure. More than improving annual results, the work established stronger foundations for future productions, sustainable growth and continued public value.