Working life | ‘Things were sinking fast so I needed to put some basics in place’

What is your background?

For 10 years, I ran the Fulham Reach Boat Club, a rowing charity that is about getting young people from deprived backgrounds, including those who are in prison, out on the water and trying to help change their lives through the sport. Before that, I was involved in marketing. So the idea is that, while I don’t have a heritage background, I have experience in leading teams, growing something and understanding finance.

Were you familiar with the museum before you became director?

Yes, I used to come on my own and with my family. And when visiting, you could see that things were just not as loved as they used to be. And then Covid happened, which seemed to badly affect this place. During that period, the museum went through several changes in leadership – it was a bit rudderless at the operational level.

What was done to address these challenges?

The trustees took the decision to close the museum, in order to get everything back on track. It was shut for nine months, during which they did everything from refitting the flat roof to installing new CCTV systems and converting one building from a classroom to an office space to generate income. There were also back-office improvements such as a new IT system and database. The museum reopened in July 2023.

What were your impressions when you joined last July?

I was hoping for a lovely sort of introductory period – but that didn’t happen. When I got here, I found the team in a lot of turmoil. No one really knew what their objectives were or who their line manager was. I thought I would bed in and write the strategy, but things were sinking fast, so I needed to put some basics in place.

I was hit with a series of issues, including the cafe operator walking out on us. We also welcomed Princess Anne for a royal visit in September 2023, nine weeks after I started. We had a bit of turnover in the team early doors. Then, in January, the museum had to shut for more than a week after the Thames broke its banks and flooded the car park. Even with all of this, you could see the team start to rally as the strategy began to take shape.

Can you tell us more about the strategic plan you have developed?

The museum is 25 years old and had a good start, becoming museum of the year in 1999. It then went on a decent period of growth before it started to wane slightly, with visitor numbers dropping off. This strategic plan is a chance for the museum to make a proactive step and get back on the front foot and operating in the black.

There are five key objectives: achieve an operating break-even position; place the museum at the centre of the community; rationalise and rejuvenate our galleries; host the debate on healthy rivers; and deliver a world-class educational offer.