The opera’s internal systems could not support the growing success of the product on stage. The annual fund was admin­is­tered by a volun­teer guild.

Paul served on the income manage­ment staff as Consultant/Ticket Service Admin­is­trator (1985–1988) and Marketing Manager (1988–1991). The income team merged fundraising, sales and public rela­tions depart­ments and created a unified brand strategy and design. Annual fund respon­si­bil­i­ties were trans­ferred to staff and new volun­teer oppor­tu­ni­ties were added.

  • Led search, imple­men­ta­tion and training for new CRM system
  • Set up customer service center to handle all tick­eting and contri­bu­tion trans­ac­tions
  • Restruc­tured pricing and pack­aging, helping sell-out on subscrip­tion the 1989–90 and 1990–91 seasons before opening
  • Subscriber audi­ence grew from 7,200 to 13,800