President -- Automotive Hall of Fame

The Board of Directors for the Automotive Hall of Fame is seeking a President.  The Hall of Fame remains the only industry organization and repository of the history of the men and women who have created and advanced the global automotive industry.

Located on land owned and donated by Ford, the Hall is located next door to the famed Henry Ford Museum and Greenfield Village. It is also within the Motor Cities National Heritage Area. 

The President will work with the BOD to develop, lead, and implement the Hall's strategic plan, human and capital resource development needs, and programs and services. This plan will look at the role The Hall plays in maintaining a historical account of the industry, while also promoting and encouraging future generations to enter the industry. 

Successful candidates will have the desire, ability, and energy to work with the BOD to regain and reignite the mission, vision, and goals of The Hall.  This person will want to make a mark for both The Hall and themselves.  He/she will be an entrepreneur, want to and is able to work with some of the largest industrial companies in the world, will creatively approach development and market opportunities, and who has a history of modern exhibit planning and execution.

THE COMPANY

The 1939 New York World’s Fair was the first exposition to be based on the future.  General Motors, Ford, and Chrysler all gave visitors a glimpse of new technologies from “the world of tomorrow.” At this same time, a group of men met in New York City just a few miles from the World’s Fair to create an organization that would honor the achievements of the men and women – both past and future, who would leave a lasting imprint on the auto industry.

The new organization’s mission was to perpetuate the memories of the early automotive pioneers.  Called the “Automobile Old Timers,” the group was dedicated to honoring automotive people from all parts of the worldwide automotive industry. The organization moved to Washington, DC in 1960.  Then in 1971, it moved to the grounds of Northwood Institute [now Northwood University] in Midland, Michigan. The first permanent Automotive Hall of Fame building was built on the Northwood campus in 1975.

It soon became evident that the home of the Automotive Hall of Fame needed to be closer to Detroit. In 1997, another group of dedicated automotive leaders moved the Automotive Hall of Fame to its present location in Dearborn, Michigan. Funds were raised to construct a 25,000-square foot building and create new exhibits and the museum was inaugurated on August 16, 1997.

The Hall of Fame is located on land owned and donated by Ford and is located next door to the famed Henry Ford Museum and Greenfield Village in Dearborn, Michigan. It is also within the Motor Cities National Heritage Area –an affiliate of the National Park Service dedicated to preserving and promoting the automotive and labor heritage of Michigan. The Hall remains the only industry organization and repository of the history of the men and women who have created and advanced this global industry.

For additional information please visit www.automotivehalloffame.org.

THE POSITION

Title: President
Reporting: Board of Directors
Staff: Seven full-time employees/additional visitor volunteers
Budget: $800,000.00 annually

The current President – Mr. William Chapin, has announced his decision to retire.  Mr. Chapin has been President for the past seven years and had been a Director for five years prior.  Mr. Chapin’s decision to retire is health driven, but does coincide with a change in leadership of the Board under a new Chair, Mr. Ramzi Hermiz, President and CEO of Shiloh Industries.  [Mr. Hermiz is also a Director on the Rock & Roll Hall of Fame].

The President will work collaboratively with the Board of Directors to develop, lead, and implement the Hall of Fame’s strategic plan, manage human and capital resource development needs, and deliver high quality programs and services to members, educators, historians, and the automotive community.  This plan will look at the very essence of the role the Hall plays in maintaining a historical account of the industry, while also promoting and encouraging future generations to enter the industry.  The Hall is at a crossroad –while the induction ceremony and events have continued to grow and operate with a surplus; overall revenue has been stagnant, due to increasing competing demands on foundations, and major changes in the way visitors interact with exhibits and absorb content have impacted attendance.

Any comprehensive strategic plan will have to be a top down review – from the composition/size of the Board of Directors all the way down to how the Hall interacts with the public.  In between will be a need to focus on annual and capital development, working with and listening to major foundations and donors, and working with exhibit curators and professionals to devise and execute new ways to remember, teach, share, honor history, and inspire.

From a development perspective, the Hall has two major sources of revenue – the annual induction ceremony and facility rental/event hosting.  The Hall is a popular space rented for private corporate and civic events.  The Hall also receives annual grants from major corporate and individual donors – however, the latter solicitations are not disciplined.

The successful candidate will demonstrate the desire, ability, and energy to work with the Board to dramatically overhaul all aspects of the Hall to regain and reignite The Hall’s mission, vision, and goals.  This person will want to make a mark for both the Hall and themselves.  He/she will be an entrepreneur, want to and is able to work with some of the largest industrial companies in the world, will creatively approach development and market opportunities, and who has a history of modern exhibit planning and execution.

SPECIFIC RESPONSIBILITIES

Strategic Vision and Leadership

  • Collaborate with the Chair and the Board to develop and implement the strategic plan while ensuring that the budget, staff, and priorities are aligned with The Hall’s core mission;
  • Provide inspirational leadership and direction to the Board and staff to ensure the continued development and management of a professional and efficient organization;
  • Cultivate a strong and transparent working relationship with the Board and ensure open communication about the measurement of financial, programmatic, and impact performance against stated milestones and goals; and,
  • In partnership with the Chair, help build a diverse and inclusive Board representative of the community that is highly engaged and willing to leverage and secure resources.

Development

The Hall currently raises funds through its Induction Ceremony, which includes the selection process and ceremony planning and production [its largest revenue stream]; and through sponsorships, donations, grant development, alumni solicitation, and board contributions.  The Hall is also available for special events held by third parties.

  • Ensure that the flow of funds permits The Hall to make continuous progress towards the achievement of its mission and that those funds are allocated properly to reflect present needs and future potential;
  • Begin the process of developing a capital campaign targeting industry, board, and individual contributions to support initiatives to modernize the facility, improve access and awareness, and develop new floor plans and exhibits that will drive attendance and market relevance; and,
  • Formulate and execute comprehensive marketing, branding and development strategies that will ensure consistency throughout the organization and enhance revenue from major donors and sponsors, foundations, government agencies, and corporations.

Strengthening Infrastructure and Operations

  • Develop ideas and exhibits that energize the experience for visitors, capture technological trends in the industry, and that engage audiences using modern, state-of-art methods and technologies;
  • Support and motivate the organization's staff to develop new ideas, create sponsorship opportunities, expand the facility’s utilization for special events, and manage solicitation lists for the purpose of promoting special events, exhibits, and activities;
  • Engage the natural audiences of the Hall; and,
  • Oversee the financial status of the organization including developing long and short range financial plans, monitoring the budget and ensuring sound financial controls are in place; set financial priorities accurately to ensure the organization is operating in a manner that supports the needs of the program and staff.

Program Development

  • Rationalize the delivery of programs through new and existing offerings and partnership; and,
  • Increase efficiencies and consistency throughout the organization by developing and implementing standardized programs, services, and program office marketing.

THE PERSON

Education

Successful candidates will likely possess a degree in liberal arts, perhaps with a focus on visual arts or history, and ideally a related advanced degree.

Experience

At least seven to 10 years of overall professional experience serving as a curator, historian, or administrator of a museum or historic site.  Ideally, this experience will include having joined a museum or historic site at a time when a major transformation was required and executed.

Other Skills

  • Board development, fundraising, marketing/branding and fiscal management experience;
  • Financial acumen and political savvy – an astute leader with the ability to set clear priorities, delegate, and guide investment in people and systems;
  • Keen analytic, organization and problem-solving skills that support and enable sound decision making;
  • Excellent coalition building skills with an ability to communicate and work effectively with a variety of internal and external stakeholders;
  • A persuasive negotiator – able to sell a vision, gain confidence, and achieve consensus amongst differing opinions;
  • Outstanding presentation and communication skills and the experience and tendency to be an outgoing spokesperson, relationship builder, and fundraiser; and,
  • Strong commitment to the professional development of staff, including a successful track record of recruiting and retaining a diverse team.

Please contact:

Danielle Sanzi
Principal
Holden Richardson
313-605-9394
dsanzi@holdenrichardson

Posted on the MMA website 11/30.



        
 The Michigan Museums Association is supported in part by an award from the Michigan Council for Arts and Cultural Affairs and the National Endowment for the Arts.

Michigan Museums Association       313-334-7643       PO Box 5246, Cheboygan, MI 49721      lcbrisson@michiganmuseums.org

Powered by Wild Apricot Membership Software