You might have discovered his encounter our About page, discovered him said in our MCN recap article, or even read his thoughts about digital strategy in the museum area on the website. Eric Holter has been brought in as CEO that will help us keep the momentum we’ve built during the past few years and deepen our comprehension of the complex problems museums face as they implement digital strategy. Coming on as head of the business is no small task, but Eric was more than pleased to sit down with me and answer several questions about his plans to his new function.
AV: What attracted you to Cuberis?
EH: Coming on board as the new CEO of Cuberis is an unusual role for a person to enter, to say the least. But understanding my desktop, and my history with Cuberis, can help to make sense of that.
Years before I met with Ray or heard of Cuberis I had been the creator of Newfangled, a different internet design and digital design firm that specializes in partnering with advertising agencies. Following 13 years with Newfangled I discovered the company was running nicely without me, leaving me with much to do. Since my strengths lie in business management and difficulty, I decided to concentrate on separate consulting in digital plan, while also supplying managerial consulting for Newfangled during my transition from the company (which concluded in 2013). I also spent a few years following my interest in ministry and church planting throughout that moment.
In 2014 I launched a new consultancy known as Rewarding Toil which supplied both managerial and marketing consulting for design companies, web programmers, and freelance musicians. Cuberis was among my early customers. I had been impressed with the level of talent and also the joys of Cuberis. And Ray was eager to grow as a business manager, which is a very standard transition for designers that view their practices grow into bigger companies. That’s what happened for me with Newfangled. Over the following two years, I continued to work closely with Cuberis as they implemented a number of the changes that I recommended.
This past summer Ray and I began a dialogue about the possibility of me coming onboard total time as CEO. This seemed like a possible good match because Ray’s strengths lie in directing the creative side of the business, and there’d always been a gap between Cuberis’s promotion approach, which I had helped to formulate, along with its ability to implement it. The longer we talked, the more obvious it was that me coming as Owner and CEO to highlight Ray’s new standing as Creative Director would do the job nicely. So after coming to provisions for my buy-in, I came on board in November.
AV: What exactly does a typical day in Cuberis look like for youpersonally?
EH: I’ve been shifting from project to project becoming caught up with staff procedures, assisting the organization align approaches, and making sure we keep our business focus, while looking for methods to make sure we understand the complex needs and challenges of our museum clients.
AV: What project/initiative are you most looking forward to in Cuberis?
EH: I’ve got two major goals in my job: to give excellent small business management for the firm, and to help develop a robust marketing plan. However, my approach to promotion isn’t the conventional “cast a wide net” and shake the bushes for leads (forgive the mixed metaphor). Rather, I highlight establishing a laser-tight concentrate in only one place and establish deep experience in that area–so that our providers become a clear and rewarding advantage for our customers. Packed with museums has always been a passion for both Ray and the group, so I’ve been enjoying getting to know more about museums, and also thinking hard about the digital approach can serve their goals and mission. I know digital approach; I’ve been engaged in it for over twenty years. And I’ve implemented it in several unique contexts–but it’s been great having the ability to concentrate my program of digital approach deeply in this one area. I also find the museum concentrate quite persuasive because museums, as valued cultural associations, are very complex organizations with numerous crucial constituencies, and longterm needs. I am appreciating delving into the depth of museum digital approach, and I’ve managed to identify many ways that our customers are able to move past the first phase of fundamental digital approach and start to use more innovative tactics so as to use the web in much more meaningful ways (see my first few blog articles, here and here).
AV: What museum-related or digital strategy trends are you currently following at the moment?
EH: I must confess I am a little old man (relatively speaking) who discovers herself a bit cynical when it comes to the latest trends. I barely ever check Facebook. I know that sounds inconsistent for a digital strategist. But honestly, when it comes to digital approach, most organizations (particularly museums) need help knowing what they do not have to do, even before they consider investing at what they should do. The cacophony that rises from the fast multiplication of digital possibilities could cause systemic paralysis when it comes to surfacing real good suggestions and wise investments. So I follow the trends, but I evaluate them pretty conservatively, and try to concentrate on those real benefits where real world, long term memorial mission, and digital possibilities align. 1 shift I am considering following in temples is that the realization that using digital infrastructure to support a museum’s aims has a major effect on a museum’s achievement.
AV: What is something interesting you have seen lately?
EH: There is this species of spider lately found in China which appears just like a leaf. Its natural camouflage is so effective, it has never been detected until lately, when a team of scientists appears to be hunting at night and its own web was captured by their lights. I enjoy learning about amazing creatures like that. And do not get me started on octopi. What?!? Are you kidding me? (That’s not CGI folks.)
AV: How do you use your project management/leadership abilities on your daily life?
EH: I’ve got seven children. ‘Nuff said.