Experience

DELIRIUM MUSICUM

• United States
• Performing Arts
• 1 - 100 Employee

• Advancement and Management Advisor

  • Jan 2021 - Present

  I joined Delirium Musicum in an advisory capacity during COVID-19, as the exciting young (founded 2018) chamber orchestra was realigning its activities and reexamining its future while lockdowns continued. Areas of collaboration include strategic planning, institutional growth, relationship development and outreach, internal systems and administration, leadership growth and patronage, creative and artistic initiatives. I joined Delirium Musicum in an advisory capacity during COVID-19, as the exciting young (founded 2018) chamber orchestra was realigning its activities and reexamining its future while lockdowns continued. Areas of collaboration include strategic planning, institutional growth, relationship development and outreach, internal systems and administration, leadership growth and patronage, creative and artistic initiatives.



Susan Swinburne Consulting

• Consultant to Nonprofits, Boards and Business Philanthropists

  • Jul 2003 - Present

  Full-spectrum institutional management and strategic development consulting, with a special focus on effectively navigating circumstances of transition, financial instability and growth opportunities. Broad experience in crafting swift solutions to immediate challenges while also attending to strategy-setting, infrastructure, goal-oriented operations, and creating sustainable leadership and hierarchies. Full-spectrum institutional management and strategic development consulting, with a special focus on effectively navigating circumstances of transition, financial instability and growth opportunities. Broad experience in crafting swift solutions to immediate challenges while also attending to strategy-setting, infrastructure, goal-oriented operations, and creating sustainable leadership and hierarchies.



Torrance Education Foundation

• United States
• Education Management
• 1 - 100 Employee

• CEO / Executive Director

  • Aug 2015 - Nov 2019

  As the CEO, Executive Director, and first full-time professional management employee of Torrance Education Foundation, I led TEF through a period of institutional growth and expansion to increase capacity for serving the 24,000 students and 31 schools in Torrance Unified School Distract. TEF is the premier fundraising partner for TUSD, promoting and supporting academic excellence, especially in the STEM disciplines, for pre-kindergarten through 12th grade students. TEF recognizes outstanding teachers and education contributors; develops strategic alliances with business organizations, parents and the community; cultivates innovation and curiosity; nurtures student exploration and experimentation; and champions an inspirational, well-rounded education for all young people served by the TUSD. Show less



Able ARTS Work

• United States
• Civic and Social Organizations
• 1 - 100 Employee

• Director of Advancement and Community Affairs

  • Apr 2013 - May 2015

  I worked with Able ARTS Work (formerly Arts & Services for Disabled) and its board of directors in a two-year, grant-funded institutional advancement role to build and strengthen board leadership and governance, institute new development programs, including designing and launching an annual fundraising event, and expand outreach and constituency programs to facilitate the growth and expansion of the agency. I worked with Able ARTS Work (formerly Arts & Services for Disabled) and its board of directors in a two-year, grant-funded institutional advancement role to build and strengthen board leadership and governance, institute new development programs, including designing and launching an annual fundraising event, and expand outreach and constituency programs to facilitate the growth and expansion of the agency.



Western Museum of Flight

• United States
• Museums, Historical Sites, and Zoos
• 1 - 100 Employee

• Development and Management Consultant

  • May 2012 - Apr 2015

  As a consultant to the WMOF board and executive leadership, I assisted the museum in expanding it's governance, operations, programs and financial resources as they prepared for an envisioned capital campaign to construct a new museum facility at Zamperini Field. As a consultant to the WMOF board and executive leadership, I assisted the museum in expanding it's governance, operations, programs and financial resources as they prepared for an envisioned capital campaign to construct a new museum facility at Zamperini Field.



Palos Verdes Performing Arts (formerly Norris Center for the Performing Arts)

• Development and Capital Campaign Consultant

  • Jan 2011 - Mar 2013

  During my tenure with the Norris Center, I initially worked with the board and campaign committee to jump-start a languishing a capital campaign, which was successfully completed in January 2012. As a result, my role expanded to encompass institutional development, transition management, strategic planning and a successful $100,000 endowment campaign to celebrate the 30th Anniversary Season in 2012-2013. During my tenure with the Norris Center, I initially worked with the board and campaign committee to jump-start a languishing a capital campaign, which was successfully completed in January 2012. As a result, my role expanded to encompass institutional development, transition management, strategic planning and a successful $100,000 endowment campaign to celebrate the 30th Anniversary Season in 2012-2013.



Long Beach Symphony Orchestra

• Development Consultant, Interim Director of Development

  • Jul 2007 - Jul 2012

  Over a period of more than five years, I worked with the LBSO in the role of Interim Development Director and as an independent development and leadership consultant. During an extended leadership transition that coincided with the worst of the global recession, I was responsible for directing/redesigning all development programs, executing a recovery/stabilization capital campaign, and supporting the board during and after its bankruptcy crisis in 2009 and 2010. Over a period of more than five years, I worked with the LBSO in the role of Interim Development Director and as an independent development and leadership consultant. During an extended leadership transition that coincided with the worst of the global recession, I was responsible for directing/redesigning all development programs, executing a recovery/stabilization capital campaign, and supporting the board during and after its bankruptcy crisis in 2009 and 2010.



The Holman Group

• United States
• Insurance
• 1 - 100 Employee

• Adjunct Sponsorship Account Executive

  • Feb 2008 - Jun 2011

  As an adjunct account executive, I brokered the first official cruise line sponsorship for Los Angeles Opera with Silversea Cruises, and participated in the effort to build sponsorship support for the first Pacific Standard Time project launched by the Getty organization. As an adjunct account executive, I brokered the first official cruise line sponsorship for Los Angeles Opera with Silversea Cruises, and participated in the effort to build sponsorship support for the first Pacific Standard Time project launched by the Getty organization.



Philharmonic Society of Orange County

• United States
• Musicians
• 1 - 100 Employee

• Director of Development (2006-2007 Season); Development Consultant

  • Oct 2006 - Dec 2007

  Contract season 2006-2007. PSOC recruited me to strategize and implement a plan to double contributed income to support the expanded concert schedule in a new performance venue: Strategic planning and budgeting; board relations; major gifts, foundations/ corporations; sponsorships; direct mail and memberships; special events; public grants. Contract season 2006-2007. PSOC recruited me to strategize and implement a plan to double contributed income to support the expanded concert schedule in a new performance venue: Strategic planning and budgeting; board relations; major gifts, foundations/ corporations; sponsorships; direct mail and memberships; special events; public grants.

• Director of Development (2005-2006 Season)

  • Aug 2005 - Sep 2006

  Contract Season 2005-2006. While enrolled in a full-time Executive MBA program, I worked with the LBSO to refine and broaden the full spectrum of development programs, with special emphasis on strategic planning and new resource development. Grant proposals, major gifts, fundraising program design, membership campaigns, commissioning projects, special events, sponsorships, board relations. Contract Season 2005-2006. While enrolled in a full-time Executive MBA program, I worked with the LBSO to refine and broaden the full spectrum of development programs, with special emphasis on strategic planning and new resource development. Grant proposals, major gifts, fundraising program design, membership campaigns, commissioning projects, special events, sponsorships, board relations.



American Friends of the Israel Philharmonic Orchestra

• United States
• Performing Arts
• 1 - 100 Employee

• West Coast Director

  • Jul 2004 - Jun 2005

  Contract season 2004-2005. This is the American support group for the national orchestra of Israel, led since 1968 by Music Director for Life, Zubin Mehta. AFIPO recruited me to reactivate the Regional Fundraising Councils in LA and San Francisco, re-open the Western Region office in LA, and to lead a major fundraising campaign which raised $1.7 million. Contract season 2004-2005. This is the American support group for the national orchestra of Israel, led since 1968 by Music Director for Life, Zubin Mehta. AFIPO recruited me to reactivate the Regional Fundraising Councils in LA and San Francisco, re-open the Western Region office in LA, and to lead a major fundraising campaign which raised $1.7 million.



Orange County Museum of Art

• United States
• Museums, Historical Sites, and Zoos
• 1 - 100 Employee

• Interim Deputy Director, Administration

  • May 2002 - Jul 2003

  During an extended leadership transition following the unexpected death of the museum's long-time director, I directed Administration and Operations, rebuilding the Development program while also overseeing Finance, H.R., Marketing and P.R. As chief administrative executive, I managed board activities, development and nominating committees, launched a strategic planning effort and directed the search for the museum's next director. During an extended leadership transition following the unexpected death of the museum's long-time director, I directed Administration and Operations, rebuilding the Development program while also overseeing Finance, H.R., Marketing and P.R. As chief administrative executive, I managed board activities, development and nominating committees, launched a strategic planning effort and directed the search for the museum's next director.



Los Angeles Opera

• United States
• Non-profit Organizations

• Associate Director of Development

  • Jan 1998 - Apr 2002

  I joined the Opera Development staff during a planned expansion, assuming responsibility for department administration and overseeing annual fund, corporate sponsorships, foundation and public grants, and database management. Placido Domingo assumed company leadership during my tenure, vastly increasing activities, budgets, international profile and annual fundraising needs/opportunities. I joined the Opera Development staff during a planned expansion, assuming responsibility for department administration and overseeing annual fund, corporate sponsorships, foundation and public grants, and database management. Placido Domingo assumed company leadership during my tenure, vastly increasing activities, budgets, international profile and annual fundraising needs/opportunities.



WellPoint Health Networks - now Anthem

• Constituent Relations Manager

  • Jan 1997 - Dec 1997

  I was recruited to assist WellPoint in solidifying and expanding its corporate philanthropy and social investment programs after the company spun off The California Endowment following the corporate privatization of Blue Cross of California. I managed corporate contributions programs, coordinated the WellPAC campaign, supported the executive management team in community outreach activities, coordinated quarterly national management meetings, conducted research and analysis. I was recruited to assist WellPoint in solidifying and expanding its corporate philanthropy and social investment programs after the company spun off The California Endowment following the corporate privatization of Blue Cross of California. I managed corporate contributions programs, coordinated the WellPAC campaign, supported the executive management team in community outreach activities, coordinated quarterly national management meetings, conducted research and analysis.



Los Angeles Chamber Orchestra

• United States
• Musicians
• 1 - 100 Employee

• Director of Development

  • Mar 1994 - Feb 1996

  I joined LACO as a member of a fundraising and financial workout team formed to forestall bankruptcy after internal issues coupled with the effects of the Northridge Earthquake decimated the organization's financial footing. In collaboration with board members, raised $1.2 million in rescue revenue and reversed deficit in 24 months. I joined LACO as a member of a fundraising and financial workout team formed to forestall bankruptcy after internal issues coupled with the effects of the Northridge Earthquake decimated the organization's financial footing. In collaboration with board members, raised $1.2 million in rescue revenue and reversed deficit in 24 months.



Bank of America

• United States
• Banking
• 700 & Above Employee

• Regional Director, Foundation

  • May 1992 - Dec 1993

  I became Southwest Regional Director of BankAmerica Foundation following the merger of Security Pacific National Bank and Bank of America, overseeing the legal merger of Security Pacific Foundation with BankAmerica Foundation, managing the consolidation of all SPNB philanthropy programs with B of A programs and supervising grants and contributions in Central/Southern California, Arizona, New Mexico and Texas. I became Southwest Regional Director of BankAmerica Foundation following the merger of Security Pacific National Bank and Bank of America, overseeing the legal merger of Security Pacific Foundation with BankAmerica Foundation, managing the consolidation of all SPNB philanthropy programs with B of A programs and supervising grants and contributions in Central/Southern California, Arizona, New Mexico and Texas.



Security Pacific Bank

• Banking
• 1 - 100 Employee

• Executive Director, Security Pacific Foundation

  • 1984 - Apr 1992

  As Executive Director, I managed all corporate philanthropy programs for the 6th largest U.S. bank, overseeing operations in California, Arizona, Oregon, Washington, Idaho, and internationally. In this role, I controlled and supervised combined corporate and foundation budgets of $20+M, and represented our company in communities throughout its multi-state full-service market area, as well as national and international satellite offices. As Executive Director, I managed all corporate philanthropy programs for the 6th largest U.S. bank, overseeing operations in California, Arizona, Oregon, Washington, Idaho, and internationally. In this role, I controlled and supervised combined corporate and foundation budgets of $20+M, and represented our company in communities throughout its multi-state full-service market area, as well as national and international satellite offices.