ABSTRACT
When I arrived at the Vancouver Museum in the fall of 2005 I was excited, if not a little naïve, about the prospect of transforming a museum that was known as the little Museum that could, but never quite, had. I spoke to many people in the museum industry who believed the Vancouver Museum had vast potential, and it was one of the reasons I agreed to become the Museum’s fifth CEO in ten years. I embarked on a process of organizational change (still ongoing) that has certainly challenged my patience, making me angry and cynical, as well as joyful and optimistic, in turn. During my time here I have had the most rewarding day of my career and the most thankless.
