Posner Center Executive Director

Executive Director Posner Center | Job Posting

Target start: Late 2026 – early 2027; timing flexible for the right candidate

Identify existing and emerging issues, community needs and funding opps that can be translated into new programming, convenings, learning events, member offerings, and collaborations, so that membership carries substantial value beyond workspace. Programming is central both to what a Posner membership is worth and to the case we make to funders. Seek opportunities for Posner to serve as a convener and platform for cross-sector collaboration on issues where Colorado organizations and institutions can contribute expertise, resources, and leadership. Rebuild and support the Program Committee: its charter, goals, participants, and meeting rhythm. Create the conditions for resource sharing and collaboration among tenants and members, and measure whether programs are reaching the people they are designed for. Partnerships and collaborations Serve as the face and external voice of Posner with tenants, members, funders, peer organizations, universities, city and state partners, and the media. Articulate the member and tenant value proposition clearly, and be able to explain what it is worth and why. Build strategic partnerships that expand Posner's programming, attract new resources, and extend Posner's reach. Manage the relationship with the Denver Housing Authority, including lease matters and any change in building ownership, working alongside the Board and Posner's pro bono real estate counsel. Steward relationships with Posner's guarantors and longest-standing partner organizations. Build and maintain partnerships with aligned organizations that strengthen Posner's programming and open doors for its community. Re-engage and steward the Leadership Council as an advisory network of experts and key stakeholders. Financial and operational success Own the annual budget with the Board Treasurer, including building the budget, developing revenue assumptions, monitoring performance, and reporting against it accurately and on time. Establish a clear, consistent, and market-informed approach to lease terms, renewals, and pricing, and communicate it well to tenants so that expectations are set in advance rather than negotiated under pressure. Oversee the outsourced accounting function, and ensure sound financial controls, clean records, and audit-ready books. Lead the tax return process each year and liaise with the external accounting firm to ensure accuracy, a timely filing, and board review and approval. Ensure the building serves tenants and members well: leases, insurance compliance, vendor performance, and responsive day-to-day service. Managing staff Supervise, support, and develop the operations lead, and set clear expectations and priorities for a small staff team. Manage contracted partners in property management, bookkeeping and accounting, and marketing and communications, holding each to scope, budget, and service standards. Build a healthy, accountable, and sustainable culture in a small team where people carry more than one responsibility. Ensure institutional knowledge is documented, organized, and shared, rather than concentrated in any one person. What Success Looks Like in Year OneA Board-approved strategic and revenue diversification plan, with clear targets for each revenue stream and visible progress against them. A functioning development program is in place, including a strong case for support, documented prospect pipeline, a completed annual campaign, and new funding relationships established. A consistent, well-communicated approach to leases, renewals, and pricing, applied across the tenant base. Occupancy improving, supported by an active prospect pipeline and fill-time standards. A programming calendar that tenants and members take part in.