Gregory Henkel

• Provide leadership for artistic aspects of season repertory and concert programming generating renewed subscriber interest, increased single ticket sales, and widespread critical acclaim
• Provide artistic leadership for Innovation Programming initiatives Boheme Out of the Box and Opera Encounter performance series
• Provide guidance towards operational strategy and fiscal stability of the San Francisco Opera; a company with a $95 million operating budget and 1,000 employees
• Led recruitment searches for key leadership positions, including the Music Director, Chorus Director, and Opera Center leadership fostering a more holistic approach to training and artistic direction
• Direct oversight of Artistic Planning ($10M operating budget), Music Planning ($2M operating budget), and San Francisco Opera Center ($2M operating budget), including oversight of 10 full time employees, 80-100 principal soloists independent contractors, 15 music staffers, and renowned training programs such as the Adler Fellowship and Merola Opera Program
• Conceived of and serve as an Executive Producer for the company’s multi award winning In Song series of intimate music video portraits which explore the diverse cultural traditions that inform the personal and musical journeys of some of opera's greatest performers
• Conceived and executed innovative programming initiatives during pandemic lockdown, including virtual galas, remote recital series, artist interviews/panel symposiums, and regular streaming broadcasts of full length performances from SFO archival library
• Assist in planning and sit for SFO Board meetings, committee meetings, and retreats; played a role on the Strategy Development Committee
• Played a key role in successful AGMA collective bargaining agreement negotiations
• Played an integral role in securing multi-million dollar gifts from individual donors
• Successfully managed operational budget cuts while maintaining artistic excellence in casting and programming.

Spearheaded the reorganization of artistic and music departments to support growth objectives and streamline operations managing both Artistic Planning and Music Planning departments, overseeing budgets totaling $12-14 million seasonally

• Played a key role in the ideation, build, and launch of SF Opera Lab experimental programming wing and audience engagement activities.

• Collaborated with General Director and Music Director to plan and prepare artistic aspects of season repertory and concert programming
• Managed casting, negotiations, and role assignments for singers, conductors, directors, and choreographers for 12 productions each season
• Oversaw a team coordinating travel, accommodations, and artist services for over 80 independent contractors each season
• Represented the company in fundraising appearances and media engagements.

• Worked closely with the General Director and Music Director to cast singing roles, program concerts, and coordinate gala events
• Worked with the Vice President of Artistic Planning in season repertory planning
• Initiated and led discussions to adjust the focus of the opera lineup, resulting in the first increase in subscription sales in many years, a trend that has been sustained since
• Negotiated contracts for principal artists and coordinated artistic aspects of marketing and public relations efforts
• Served as liaison between artistic planning and other operational departments
• Managed artistic coordination of LA Opera on the Air radio broadcast series.

• Managed auditions, assisted in artistic planning, and contracted artists for main stage productions and special events
• Provided administrative support to the Artistic Director, including schedule management and correspondence.

• Managed distribution of daily rehearsal schedule to artists and administration
• Provided VIP treatment and highly individualized care for artists
• Proofread, updates, and filed departmental documents.

• Processed applications and assisted in scheduling preliminary auditions
• Budget analysis through creation of detailed comparison reports.

• Develop, document, and train investment team in new asset tracking procedures
• Responsible for tracking and reporting assets for over 700 clients and $10 Billion.

• Manage six direct reports in their communications with Morgan Stanley vendors
• Manage research and design of Y2K Status by Country Reports for Executive Board and clientele.