Work

The same method applied in three directions.

Operations, partnerships and cultural strategy are not separate practices in my work. Each begins with understanding the real structure of a situation before deciding what to build.

Operations & Business Analysis

Diagnosing friction, clarifying workflows, improving cross-functional visibility, and reconnecting strategy with operating reality.

Mapping how work actually moves, not how the process document says it moves
Surfacing the handoffs, approvals and dependencies where time and quality are lost
Making performance and constraints legible across functions
Translating leadership intent into operating decisions people can act on

Strategic Partnerships

Building and sustaining relationships across companies, institutions, cultural organizations, media and international stakeholders.

Identifying the counterpart who actually unlocks the next step
Framing a proposition so each side sees its own interest in it
Coordinating across languages, time zones and institutional cultures
Maintaining relationships between transactions, not only during them

III

Cultural Strategy

Developing long-term institutional narratives around art, creative legacy, exhibitions, education and cross-border cultural collaboration.

Building a narrative that curators, press and institutions can carry themselves
Sequencing exhibitions and programs so credibility compounds
Working with intermediaries who already hold institutional trust
Treating recognition as an outcome of structure, not of promotion

Record

Stated conservatively.

Founder and Director of the DovBer Marchette Project, leading strategy, partnerships and communications for a multi-year exhibition initiative
10+ years of hands-on, high-volume operating experience
Published author of eight books on Amazon
Cross-border US–Italy coordination involving exhibitions, curators, cultural stakeholders, media and institutional conversations

See how it played out in practice.

Read the case studies