Title: Director, Communications, Marketing & Events
What She Plans: Fund-raising events, including the nonprofit's blockbuster spring benefit, which raised $15.4 million last year and required a small army of production people, caterwaiters and logistics crews.
How Long She's Been at Robin Hood: Four years
Staff: Three people in events, plus a marketing and communications team events
Events Per Year: About 12
Favorite Magazine: Vanity Fair
Favorite Drink to Have at an Event: Vodka martini
Nights She Goes Out Each Week: "I'm 45 with three kids! None."
College Major: Art
Where She Lives: "I've lived in Hoboken for 23 years."
Why has Robin Hood's benefit become such a status event?
This event turns heads because of what it raises. This year, we raised $15.4 million. As far as we know, it's the largest—certainly the most successful—fund-raising event. What makes it extraordinary is what $15 million makes possible, which is helping fund programs that Robin Hood partners with-grass roots organizations involved in fighting and preventing poverty in New York. It's become almost mythical because of [the money it raises.] It's difficult to talk about it and not sound arrogant.
How has the event evolved since you came on board?
The first event, 11 years ago, raised $600,000. When I came on, it raised $3.5 million. I made a few changes and raised that to $4.6 million. But the event had the ability to be bigger than it was. At that point, we were in the Armory, which held 1,600 people. I decided to take the leap and move the event to the Javits Center so I could [increase] the capacity and have freedom to get more creative. That year, the event jumped to $10.4 million.
The event has become big with young Wall Streeters and celebrities like Gwyneth Paltrow. What are they expecting?
Everybody is expecting to be wowed when they walk into the place. They're expecting to be in a room full of the most powerful and prominent New Yorkers. They expect something seamlessly run. And they expect just a little something different. This year, we did an unannounced appearance by David Bowie, who sang one song a cappella.
You were also involved in planning the Concert for New York City after September 11...
We were one of the producers of the concert, which raised $33 million for Robin Hood's relief fund. That was a privilege. It was an astounding experience, because it happened so quickly, and some very powerful and creative people got together and put their all into it. I was in the World Trade Center and was injured, and I went straight from that to producing the concert. And as for the concert itself, I don't think I ever was or will be in a situation where such intense emotion is palpable.
How does the economy affect planning fund-raisers?
It hasn't affected our fund-raising yet, and I don't know if it will. It depends on how deep the recession goes. There's tremendous loyalty to Robin Hood, and people who have had great losses have still contributed. I expected a decrease last year, and we went way up.
Is it harder to justify spending money on events in this economy?
Not if they raise money. If you keep your ratio at a reasonable place and you're making money, absolutely not. I do have a problem with people who have events for events' sake—people who are afraid to ask for money in other ways. I think you should only have an event when you're certain you wouldn't capture that money otherwise.
How is your job changing?
It gets bigger every day. But any time I'm feeling slightly overwhelmed, I go on a site visit and get totally juiced up again.
Is the definition of a successful event changing?
No. I measure success this way: In 1999, the first time I coordinated the benefit and raised $4.6 million, I also coordinated a fund-raiser for my daughter's charter school that raised $55,000. I felt that was more successful, because we utilized all our resources; there wasn't a penny left on the table [to be given]. And when I looked at the Robin Hood event, that wasn't the case. I made changes and the next year it jumped to $10 million. An event that is as good as it can be, that raises every cent that it can raise, and that enhances the organization's profile-that's a successful event.
How do you see events changing now?
I don't see them changing enough! If I have to wait on a coat check line at an event one more time—I don't get why simple logistical things aren't done right at events. A lot of them need to be better organized, frankly.
Do you have a preferred list of vendors who you work with, or do you constantly try out new companies?
We contract with the best people there are: Event Associates does ticketing; Event Resources does production; Avi Adler is the designer; Glorious Foods as caterer—they're amazing. The fact that they can serve a sit-down meal to 3,000 people, and it's really good, is quite wonderful. I don't have any plans to look elsewhere.
Where do you go for inspiration?
I don't. I avoid events at all costs.
What's the best piece of advice anyone has ever given to you?
Count to 10 before you lose your cool.
Posted 05.21.03
Photo by Anna Persson for BiZBash.
What She Plans: Fund-raising events, including the nonprofit's blockbuster spring benefit, which raised $15.4 million last year and required a small army of production people, caterwaiters and logistics crews.
How Long She's Been at Robin Hood: Four years
Staff: Three people in events, plus a marketing and communications team events
Events Per Year: About 12
Favorite Magazine: Vanity Fair
Favorite Drink to Have at an Event: Vodka martini
Nights She Goes Out Each Week: "I'm 45 with three kids! None."
College Major: Art
Where She Lives: "I've lived in Hoboken for 23 years."
Why has Robin Hood's benefit become such a status event?
This event turns heads because of what it raises. This year, we raised $15.4 million. As far as we know, it's the largest—certainly the most successful—fund-raising event. What makes it extraordinary is what $15 million makes possible, which is helping fund programs that Robin Hood partners with-grass roots organizations involved in fighting and preventing poverty in New York. It's become almost mythical because of [the money it raises.] It's difficult to talk about it and not sound arrogant.
How has the event evolved since you came on board?
The first event, 11 years ago, raised $600,000. When I came on, it raised $3.5 million. I made a few changes and raised that to $4.6 million. But the event had the ability to be bigger than it was. At that point, we were in the Armory, which held 1,600 people. I decided to take the leap and move the event to the Javits Center so I could [increase] the capacity and have freedom to get more creative. That year, the event jumped to $10.4 million.
The event has become big with young Wall Streeters and celebrities like Gwyneth Paltrow. What are they expecting?
Everybody is expecting to be wowed when they walk into the place. They're expecting to be in a room full of the most powerful and prominent New Yorkers. They expect something seamlessly run. And they expect just a little something different. This year, we did an unannounced appearance by David Bowie, who sang one song a cappella.
You were also involved in planning the Concert for New York City after September 11...
We were one of the producers of the concert, which raised $33 million for Robin Hood's relief fund. That was a privilege. It was an astounding experience, because it happened so quickly, and some very powerful and creative people got together and put their all into it. I was in the World Trade Center and was injured, and I went straight from that to producing the concert. And as for the concert itself, I don't think I ever was or will be in a situation where such intense emotion is palpable.
How does the economy affect planning fund-raisers?
It hasn't affected our fund-raising yet, and I don't know if it will. It depends on how deep the recession goes. There's tremendous loyalty to Robin Hood, and people who have had great losses have still contributed. I expected a decrease last year, and we went way up.
Is it harder to justify spending money on events in this economy?
Not if they raise money. If you keep your ratio at a reasonable place and you're making money, absolutely not. I do have a problem with people who have events for events' sake—people who are afraid to ask for money in other ways. I think you should only have an event when you're certain you wouldn't capture that money otherwise.
How is your job changing?
It gets bigger every day. But any time I'm feeling slightly overwhelmed, I go on a site visit and get totally juiced up again.
Is the definition of a successful event changing?
No. I measure success this way: In 1999, the first time I coordinated the benefit and raised $4.6 million, I also coordinated a fund-raiser for my daughter's charter school that raised $55,000. I felt that was more successful, because we utilized all our resources; there wasn't a penny left on the table [to be given]. And when I looked at the Robin Hood event, that wasn't the case. I made changes and the next year it jumped to $10 million. An event that is as good as it can be, that raises every cent that it can raise, and that enhances the organization's profile-that's a successful event.
How do you see events changing now?
I don't see them changing enough! If I have to wait on a coat check line at an event one more time—I don't get why simple logistical things aren't done right at events. A lot of them need to be better organized, frankly.
Do you have a preferred list of vendors who you work with, or do you constantly try out new companies?
We contract with the best people there are: Event Associates does ticketing; Event Resources does production; Avi Adler is the designer; Glorious Foods as caterer—they're amazing. The fact that they can serve a sit-down meal to 3,000 people, and it's really good, is quite wonderful. I don't have any plans to look elsewhere.
Where do you go for inspiration?
I don't. I avoid events at all costs.
What's the best piece of advice anyone has ever given to you?
Count to 10 before you lose your cool.
Posted 05.21.03
Photo by Anna Persson for BiZBash.
