C. Cornell DeWitt

• Strategic Planning – developing and refining institutional strategy.

• Business Development – developing and implementing growth opportunities, including cultivating and delivering new clients and partners.

• Operational Management – developing and organizing institutional management.

• Project Management – planning and execution of specialized programs to achieve specific client goals.

Bower Blue is a digital strategy and content production agency for the visual arts, architecture, and design communities. I have been contracted by the parent agency, Blue Medium, to overhaul and launch an internal division into a stand-alone agency.

Daily Plinth is the first platform dedicated to discovering and promoting video content from the art world, and was a member of the 2018-2019 cohort at NEW INC, the New Museum’s business incubator. Developed and led business from conception through launch and current day-to-day operations, including full design and implementation of:

• Platform structure and operation, with business partner.

• Editorial vision, guidelines, and taxonomy.

• Revenue model and business development.

• Marketing strategy and implementation, with business partner.

• Writing nearly 1000 pages of content for video posts.

Identifying, developing, and closing top-level partnerships and sales to support Collectrium in meeting the new standards and goals set by Christie’s after it’s 2015 acquisition of Collectrium.

Reporting directly to the CEO and board, I overhauled and directed all aspects of the sales pipeline and client relations across multiple business channels, from personnel, products, and processes, to strategic planning and inter-departmental integration. From Q1 2014 through Q1 2015 sales increased 135%.  The scope of my responsibilities included:

• Responsible for overseeing sales for approximately 80% of Artnet’s $18MM gross revenue.

• Led a global team of 12 sales reps, support staff, and 13 customer support staff.

• Developed new advertising and gallery products and overhauled existing products.

• Developed marketing and outreach plans with VP of marketing.

• Worked with technology development team to overhaul and update site, with VP of technology.

• Liaised with Editor in Chief to coordinate News; developed, wrote, and edited articles.

• Planned and monitored budget with VP of finance.

• Represented Artnet with major outside partners and clients.

• Reported to board in advance of annual meeting, and updated corporate governance officer.

• Developed strategic planning with senior management team.

• Acted as brand ambassador in panel discussions, press interviews, and national and international events.

Responsible for all aspects of New York and Miami art fairs, including managing existing relationships – and identifying and developing new relationships – with galleries, VIPs, press, curators, museums, partners, sponsors, artists, staff, and corporate management. In a fiercely competitive and constantly evolving market, I consistently delivered a top-caliber program with steadily growing attendance, sales, and profits. The scope of my responsibilities included:

Management

• Hired, trained, and mentored all key staff, including existing and new positions.

• Managed relationships with all key partners.

• Coordinated with production team on all on-site activity.

• Developed and managed ~$2.5MM annual budget covering all areas of fair operations.

Sales

• Sold booths representing 95% of fair’s gross revenue (~$2.5MM annual), to over 100 individual gallery clients (80+ in Miami, 50+ in New York, with overlap).

Strategy

• Maintained brand as one of the most popular and trusted contemporary art fairs by galleries and visitors alike.

• Brought in groundbreaking artists, many for their first presentation at an art fair, including Casey Neistat, Shantell Martin, and others. Gave first-fair presentations to many galleries that went on to present in major international fairs.

• Advised Ramsay Fairs Owner, Development Director, and Board of Directors on expansion fairs, potential acquisitions, and other key strategic decisions for PULSE and other brands in the portfolio, as well as provided critical insight on competitors and overall market conditions.

RESULTS

• PULSE New York 2013’s profit was over 20% greater than PULSE New York 2010, and visitors had returned to near pre-2008 levels, despite an overall smaller fair.

• PULSE Miami 2012 had the most visitors, strongest sales, and highest percentage profitability of any PULSE fair ever, and PULSE Miami 2013 boasted a 20% increase in profitability over PULSE Miami 2010.

Active in primary and secondary market sales, artist representation, and advising; private client advisory and collection management; and curation of conceptual theme and solo exhibitions.

Responsible for management of gallery’s top-level artists, as well as sales, client development, logistics, and gallery management.

Director of Internships in the Arts Program.  Hired by the chair of the department to overhaul and invigorate a ten-year-old program, and help hire permanent faculty.

Founder of gallery specializing in emerging to mid-career contemporary artists.

Co-Founder and owner of gallery that was a pioneer in the use of the web as exhibition space and marketing tool.

New York University, M.A., Visual Arts Administration, 1999.

University of Colorado, Boulder, B.A., English Literature, 1994.