“ It is a unique opportunity to combine my passion for talent development, the power of culture, and the strategic challenges of a changing world." 
 
He continues: “Young people from around the world come to Rotterdam with their dreams and ambitions. They take the plunge, they have to courage to reveal their most intimate self and develop themselves to reach their full potential. That process of talent development is one of the most beautiful aspects of my work. At the same time, there is the challenge of helping Codarts move forward as an organisation in a constantly changing world. My economic perspective on the world plays an important role in this.” 
 
He cites the music industry as an example. “Record companies used to lead the way, but now we see streaming services setting the tone. “It can be complicated for a starting artist to get their foot in the door,” he explains. “How we experience culture is mainly determined by large international companies. That shift also affects how we teach and prepare artists. They not only have to master their profession, but also need to be resilient and multidisciplinary, so they can relate well to the changing world in which they find themselves.” 
 
Tell a convincing story 
 
“We see that the cultural sector is under constant pressure,” explains the newly minted board president. The uncoordinated cultural policy of the new Dutch government threatens to wreak havoc in the arts and culture sector. The proposed cuts in higher education and research, and a reduction in the number of international students have a major impact on our capacity to innovate and our view of the outside world.”  

He continues: “I believe that as an education and culture sector we should jointly focus on the long-term perspective: how do we want to organise our society, who do we want to be? Do we give the new generation the opportunity to relate to the challenges they face? It’s our responsibility to prevent the further erosion of the creative and intellectual wealth of these sectors and strengthen these for the future. We must take a strong stand; we have to keep making a convincing case; not only during elections or budget cuts. Culture, education and research are the foundation that connects us and are invaluable." 

A wealth of experience 
 
David brings a wealth of experience to his new role as president of the executive board. He has always worked at the intersection of strategy and organizational development in the cultural sector and served as a financial director in an SME for more than 15 years. In addition, he has held various supervisory roles, such as at the Melkweg and IFFR, and he has coached directors and supervisors. “I have always been close to the board, but it’s a completely different experience to now be the one in charge. “I actually have to make it happen now,” he says. In addition to all his professional experience, David is also a musician; he plays piano, guitar and bass. 
 
A culture of openness 
 
His main priority right now is to ensure that responsibility within Codarts is put in the hands of those professionals who are best able to bear that responsibility. “This is about how we can best support our teachers and staff. “They have the greatest influence on the lives of our future artists and we must give them the space to do this the best way they can,” he explains. “Step one is to place responsibility where it belongs.”  
 
The next step is to create a culture of openness, energy and courage. “We must be able to call each other on things, inspire each other and take the next steps together.” David adds: “All this in a safe and stable environment, which fosters innovation and talent development. Codarts has experienced a lot of unrest recently and my goal for the coming months is to create clarity as quickly as possible. We need to be honest with each other and make decisions that bring financial stability. From that stability we will build the long-term vision that we create together. So: what do we want to have achieved in 5 or 10 years? We then look back from there and decide what steps we need to take to get there. The proposed merger with the Willem de Kooning Academy and the promising future of Cultuur & Campus is a wonderful prospect that can consolidate our strength and at the same time help us to develop more broadly and profile ourselves for the new generation of students.” 

Making connections inside and outside Codarts 
 
David has only been at Codarts for a few weeks and has to get to know everyone and everything in a short period of time.  “In the meantime, the organisation also needs to get to know me and as an Executive Board team we need to make decisions about how we will proceed. It’s a challenge to make these connections and follow through in a short period of time.” 
 
While he is busy making connections within the organisation, David also looks outwards at the city that is so important to Codarts. “The relationship with Rotterdam is essential and I want to deepen that. Codarts is already firmly entrenched in the city's urban fabric and everyone who works here has a connection with Rotterdam. But we could do a lot more.” David is thinking of strategic partnerships with the Doelen, Theater Rotterdam and the Hiphophuis, just to name a few examples. “We can make the Kruisplein and Schouwburgplein flourish!” he says enthusiastically. “I would love to open all the windows of our building so that everyone can see what we do here and want to be part of us. I want Codarts to become a place that everyone refers to as: “That's the place to be, that's where it happens.” 
 
A dream come true 
 
The same ambition also applies to the energy within the organisation. “The ultimate goal is to make working here a lot of fun,” says David. “We want our employees to think on Sunday evening: 'Tomorrow I get to go back to work again!' Of course, it doesn't always have to feel like that, but the common denominator should be that we work with a lot of energy and inspiration, and that we are happy with everything that happens around us.” 
 
Working at Codarts is a dream come true for David. “The fact that I come in here in the morning and see someone walking into a room with a cello on their back... “The realisation that this is my job – to relate to these people who will hopefully develop their own story here – that's fantastic,” he says proudly. “The fact that I can contribute with my role and really make a difference, make an impact based on my vision – it almost doesn’t get any better than that.”