Pamela Pantos
President & CEO at Central City Opera- Claim this Profile
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English Native or bilingual proficiency
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German Native or bilingual proficiency
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Italian Full professional proficiency
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French Full professional proficiency
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Greek Full professional proficiency
Topline Score
Bio
Credentials
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Certified Fund Raising Executive (CFRE)
CFRE InternationalJun, 2020- Nov, 2024
Experience
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Central City Opera
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United States
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Performing Arts
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1 - 100 Employee
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President & CEO
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Mar 2022 - Jul 2023
Central City Opera has celebrated 90 years of outstanding productions and performances. The 2023 summer season includes Charles Gounod's Romeo and Juliette, Cole Porter's Kiss Me, Kate, and Gioachino Rossini's Otello. Central City Opera has celebrated 90 years of outstanding productions and performances. The 2023 summer season includes Charles Gounod's Romeo and Juliette, Cole Porter's Kiss Me, Kate, and Gioachino Rossini's Otello.
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Boston Children's Chorus
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United States
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Performing Arts
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1 - 100 Employee
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Development Director
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Oct 2021 - Mar 2022
Boston Children's Chorus (BCC) harnesses the power of music to connect the city's diverse communities, cultivate empathy, and inspire social inquiry. Boston Children's Chorus (BCC) harnesses the power of music to connect the city's diverse communities, cultivate empathy, and inspire social inquiry.
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Newport Music Festival
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Newport, Rhode Island
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Executive Director
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May 2017 - May 2020
The Newport Music Festival has played a significant cultural role in Rhode Island since its launch in 1969. In the years since, the festival has produced over 2000 concerts in a host of the Preservation Society venues in and around Newport, including the celebrated Newport Mansions, such as The Breakers, Chateau-sur-Mer, The Chinese Tea House at the Marble House, Blithewold Mansion, Gardens & Arboretum, and The Elms and in various venues throughout Newport. The festival stages have hosted over… Show more The Newport Music Festival has played a significant cultural role in Rhode Island since its launch in 1969. In the years since, the festival has produced over 2000 concerts in a host of the Preservation Society venues in and around Newport, including the celebrated Newport Mansions, such as The Breakers, Chateau-sur-Mer, The Chinese Tea House at the Marble House, Blithewold Mansion, Gardens & Arboretum, and The Elms and in various venues throughout Newport. The festival stages have hosted over 1000 artists, including 130 American debuts of artists that have gone on to make history. The last decade has brought a broadening of the festival’s musical landscape. From Bach to Bernstein to world premieres by established and emerging composers, as well as rare discoveries of forgotten minor masterpieces, the festival offers something for everyone, even those just looking for a magical experience at the edge of the world. Show less The Newport Music Festival has played a significant cultural role in Rhode Island since its launch in 1969. In the years since, the festival has produced over 2000 concerts in a host of the Preservation Society venues in and around Newport, including the celebrated Newport Mansions, such as The Breakers, Chateau-sur-Mer, The Chinese Tea House at the Marble House, Blithewold Mansion, Gardens & Arboretum, and The Elms and in various venues throughout Newport. The festival stages have hosted over… Show more The Newport Music Festival has played a significant cultural role in Rhode Island since its launch in 1969. In the years since, the festival has produced over 2000 concerts in a host of the Preservation Society venues in and around Newport, including the celebrated Newport Mansions, such as The Breakers, Chateau-sur-Mer, The Chinese Tea House at the Marble House, Blithewold Mansion, Gardens & Arboretum, and The Elms and in various venues throughout Newport. The festival stages have hosted over 1000 artists, including 130 American debuts of artists that have gone on to make history. The last decade has brought a broadening of the festival’s musical landscape. From Bach to Bernstein to world premieres by established and emerging composers, as well as rare discoveries of forgotten minor masterpieces, the festival offers something for everyone, even those just looking for a magical experience at the edge of the world. Show less
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Arts Consulting Group
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United States
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Business Consulting and Services
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1 - 100 Employee
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Vice President
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Oct 2014 - Apr 2017
Led ACG’s rapidly growing executive search practice, served cultural organizations internationally. Educated Boards and guided executive leadership to expand strategic thinking. Mentored the next generation of innovative thinkers. Arts Consulting Group is the leading provider of hands-on interim management, executive search, revenue enhancement consulting, facilities & program planning, and organizational development services for the arts and culture industry. Led ACG’s rapidly growing executive search practice, served cultural organizations internationally. Educated Boards and guided executive leadership to expand strategic thinking. Mentored the next generation of innovative thinkers. Arts Consulting Group is the leading provider of hands-on interim management, executive search, revenue enhancement consulting, facilities & program planning, and organizational development services for the arts and culture industry.
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Babson College
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United States
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Higher Education
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700 & Above Employee
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Guest Professor
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Jan 2014 - May 2016
ARTS AND ENTERTAINMENT MANAGEMENT: BALANCING CREATIVITY AND BUSINESS SAVVY: Arts and entertainment organizations are born of the dreams, ideas, and passions of creativity and vision. Their products and services are driven by emotional impact and inspiration, leaving a lasting historical legacy that few other industries can. To remain sustainable both nonprofit visual and performing arts organizations and corporate entertainment and media entities must have business models that have the right… Show more ARTS AND ENTERTAINMENT MANAGEMENT: BALANCING CREATIVITY AND BUSINESS SAVVY: Arts and entertainment organizations are born of the dreams, ideas, and passions of creativity and vision. Their products and services are driven by emotional impact and inspiration, leaving a lasting historical legacy that few other industries can. To remain sustainable both nonprofit visual and performing arts organizations and corporate entertainment and media entities must have business models that have the right “return on investment” in the economic, social, educational, political, traditional, and artistic spheres. This course examines how arts and entertainment organizations are created, managed, sustained, operated, and the strategic decisions that those in the creative industries make each day. The course will also focus on the delicate balance that must be achieved between artistic integrity and best business practices. Students will learn what goes on behind-the-scenes in these institutions and what types of artistic, human, technological, and financial resources are required to ensure their sustainability in both good economic times and bad. A wide variety of topics will include social and corporate entrepreneurship, strategy, funding/fundraising, audience development, marketing, branding, finance, governance, operations, and measuring organizational effectiveness among others. The course will be taught via a combination of lectures, case studies, video/audio examples, guest speakers, individual and group work. Show less ARTS AND ENTERTAINMENT MANAGEMENT: BALANCING CREATIVITY AND BUSINESS SAVVY: Arts and entertainment organizations are born of the dreams, ideas, and passions of creativity and vision. Their products and services are driven by emotional impact and inspiration, leaving a lasting historical legacy that few other industries can. To remain sustainable both nonprofit visual and performing arts organizations and corporate entertainment and media entities must have business models that have the right… Show more ARTS AND ENTERTAINMENT MANAGEMENT: BALANCING CREATIVITY AND BUSINESS SAVVY: Arts and entertainment organizations are born of the dreams, ideas, and passions of creativity and vision. Their products and services are driven by emotional impact and inspiration, leaving a lasting historical legacy that few other industries can. To remain sustainable both nonprofit visual and performing arts organizations and corporate entertainment and media entities must have business models that have the right “return on investment” in the economic, social, educational, political, traditional, and artistic spheres. This course examines how arts and entertainment organizations are created, managed, sustained, operated, and the strategic decisions that those in the creative industries make each day. The course will also focus on the delicate balance that must be achieved between artistic integrity and best business practices. Students will learn what goes on behind-the-scenes in these institutions and what types of artistic, human, technological, and financial resources are required to ensure their sustainability in both good economic times and bad. A wide variety of topics will include social and corporate entrepreneurship, strategy, funding/fundraising, audience development, marketing, branding, finance, governance, operations, and measuring organizational effectiveness among others. The course will be taught via a combination of lectures, case studies, video/audio examples, guest speakers, individual and group work. Show less
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Opera North USA
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Hanover, NH
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Executive Director
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2008 - Sep 2014
Complete turnaround to create a nationally-recognized, prize-winning, and fiscally solvent performing arts organization. Championed new brand and strategic plan, adding a broad bandwidth of shows, thereby increasing ticket sales by 15% year-over-year. Enhanced competitive strength, improved efficiencies, and development support at all levels, doubling contributed revenue over a three-year period. Management & Leadership Achievements • Set and achieved fiscal management goals… Show more Complete turnaround to create a nationally-recognized, prize-winning, and fiscally solvent performing arts organization. Championed new brand and strategic plan, adding a broad bandwidth of shows, thereby increasing ticket sales by 15% year-over-year. Enhanced competitive strength, improved efficiencies, and development support at all levels, doubling contributed revenue over a three-year period. Management & Leadership Achievements • Set and achieved fiscal management goals generating positive net income despite the complete loss of 30-year warehouse due to Hurricane Irene • Created and implemented a new strategic plan and business model • Promoted new development opportunities for major donors and corporate sponsors • Expanded audience through systematic analysis of data and utilization of media • Managed all human resources of office staff and entire artistic and production team • Strategized with Board to grow the company in alignment with new mission and vision Show less Complete turnaround to create a nationally-recognized, prize-winning, and fiscally solvent performing arts organization. Championed new brand and strategic plan, adding a broad bandwidth of shows, thereby increasing ticket sales by 15% year-over-year. Enhanced competitive strength, improved efficiencies, and development support at all levels, doubling contributed revenue over a three-year period. Management & Leadership Achievements • Set and achieved fiscal management goals… Show more Complete turnaround to create a nationally-recognized, prize-winning, and fiscally solvent performing arts organization. Championed new brand and strategic plan, adding a broad bandwidth of shows, thereby increasing ticket sales by 15% year-over-year. Enhanced competitive strength, improved efficiencies, and development support at all levels, doubling contributed revenue over a three-year period. Management & Leadership Achievements • Set and achieved fiscal management goals generating positive net income despite the complete loss of 30-year warehouse due to Hurricane Irene • Created and implemented a new strategic plan and business model • Promoted new development opportunities for major donors and corporate sponsors • Expanded audience through systematic analysis of data and utilization of media • Managed all human resources of office staff and entire artistic and production team • Strategized with Board to grow the company in alignment with new mission and vision Show less
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W. R. Grace
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Chemical Manufacturing
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700 & Above Employee
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Finance Manager
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2006 - 2008
• Member of Strategic and Operational Planning Committees: Defined strategic goals, stretched objectives, and collaborated with key executives and managers; conducted analysis of current financial position, monitored operational units, and realigned goals and targets as business changes occurred • Mergers and Acquisitions: Researched target companies and developed negotiation strategies • Data Specialist: Constructed quantitative and qualitative modeling • Member of Strategic and Operational Planning Committees: Defined strategic goals, stretched objectives, and collaborated with key executives and managers; conducted analysis of current financial position, monitored operational units, and realigned goals and targets as business changes occurred • Mergers and Acquisitions: Researched target companies and developed negotiation strategies • Data Specialist: Constructed quantitative and qualitative modeling
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International Opera Singer
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1991 - 2004
Exclusive contract with Columbia Artists Management Inc. Recording contracts with EMI Records & Companions Label Exclusive contract with Columbia Artists Management Inc. Recording contracts with EMI Records & Companions Label
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Education
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2020 -
CFRE International
Certified Fundraising Professional, Fundraising -
2004 - 2006
Babson College - Franklin W. Olin Graduate School of Business
MBA with Honors, Finance, Organizational Behavior -
1989 - 1992
University of Hamburg - Hamburg, Germany
Master of Arts Degree in Musicology with Honors -
1981 - 1985
Wellesley College
Bachelors of Arts with Honors, Double Major: Economics, Music -
1985 - 1986
Thomas J. Watson Fellow
European Art Song Studies
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