Interview of Pamela Williams-Lime

Episode Summary:

In the latest episode of the InPowered Women’s Podcast, host Sharon Lee interviews Pamela Williams-Lime, Executive Director of The Arts Council. Pamela shares an overview of the Council’s mission and her role within the organization. Coming from a background in retail, she explains how she successfully transferred her skills into the arts industry.

Building an arts centre was no easy feat. Pamela recounts how she began by working without pay, gradually assembling a team, generating revenue, and getting the organization off the ground.

She offers valuable insights into defining a clear vision, building a strong team through mentorship, and equipping team members with life-long skills. Pamela also highlights the summer music series, a major fundraiser featuring a big jazz orchestra.

Insights from this episode:

• Overview of the Arts Council and its mission
• Pamela’s role as Executive Director
• Transitioning from the retail industry to the arts sector
• Building and staffing an arts and cultural facility from the ground up
• Defining a clear vision for the organization
• The value of mentorship in the workplace
• Supporting team growth through skill development and guidance
  

Quotes from the show:

• “When people think about starting an arts and cultural facility, they think this is gonna be easy. But they really don’t know what kind of talent you need to staff it to build it.” – Pamela Williams-Lime, InPowered Women, Episode #16
• “I love looking at a community and gaining an understanding of the community and where an asset like this could better serve the community” – Pamela Williams-Lime, InPowered Women, Episode #16
• “I am a firm believer that things happen for a reason, but you have to be aware, and not rigid in what you want your career path should be. You cannot limit yourself, you have to be very open-minded.” – Pamela Williams-Lime, InPowered Women, Episode #16
• “Coming in from outside, you want to absorb all the information that a community has, to develop what that vision is for going forward. It’s not about me, it’s not about what I like or don’t like, it’s what the community would like.” – Pamela Williams-Lime, InPowered Women, Episode #16
• “You tend to gravitate with people that you feel comfortable with, and sometimes that mentorship organically happens just based on that comfort level” – Pamela Williams-Lime, InPowered Women, Episode #16
• “If you have fun in the workplace, I think you absorb more organically”  – Pamela Williams-Lime, InPowered Women, Episode #16

Episode Transcript:

Speaker 1

Welcome to the InPowered Women’s podcast, where we tell the stories of Unstoppable Female Leaders Who Excel, Uplift, and Secure a clearer Path for Female Leaders in the Future. And I’m your host, Sheron Lee. Hello, and welcome to the Empowered Women podcast. This is Sheeran Lee, and I am always thrilled to discuss with a woman what her story is and what’s going on. And today is no different. We are all going to get to hear Pamela Williams-Lime’s story and her succession of getting to Georgia and what’s going on. So before that, let me just say, Pamela, how are you doing today?

Speaker 2

I am just great. Another day in the Arts Council every day is a different day and a different challenge. We’re always great to push ahead with our team.

Speaker 1

Right. It’s so funny. We just met, gosh, a few months ago, I guess, through a mutual friend. It was funny because I didn’t know much about the Arts Council itself. I didn’t know much about what was going on up there. Over a quick cup of coffee, I remember thinking, Okay, girl, you need to be on my podcast. It’s great that we’ve only known each other in this short amount of time, and then we’ve already pulled this together. So kudos for fitting me into your schedule. So thanks so much.

Speaker 2

We appreciate it.

Speaker 1

Tell me a little bit. We said the Arts Council, this is in Gainesville, Georgia. So just a high-level overview about what is the Arts Council in Gainesville and what is your role there?

Speaker 2

The Arts Council is the name of our 501(C)(3). We’re a nonprofit organization that owns two historic properties. One of the properties is called the Smithgall Arts Center, where we do a jazz series, we do a summer music series, and we’re looking to expand our programming here. But we also own another historic property that we’re in the process of restoring for other and cultural programs. My role here with the organization is executive director, and that encompasses everything in running a business, basically. It’s everything from the financials to HR to marketing, to programming, working with the board to define a vision for the organization and how we can serve the community in roles that may not currently exist and develop a vision for the future.

Speaker 1

Well, you know what? It’s funny: That day that we had coffee, my impression of you was that from day one, this has to be what you set out to do because you seem to be so perfectly acclimated into that world and all of that. You were from Pennsylvania, right?

Speaker 2

Originally? Originally, yes. Okay.

Speaker 1

But the arts was not in your DNA back then, right? So let’s talk about where you came from.

Speaker 2

Sure. The arts were always a personal interest. I went to a Small liberal arts college in Pennsylvania, but it was not my initial career path. I went into retail for a major department store company and started as an assistant buyer, worked through, and ultimately became the director of fashion and special promotions events for that company, met my husband there, got married, and then he was recruited out of Pennsylvania to Wisconsin. When that happened, there was no job in the state of Wisconsin that remotely was what I was doing.

Speaker 1

How long had you been doing that there by that time?

Speaker 2

I was there for about 10 years. That was the only job I had ever had. I started as an assistant buyer, and every two years just kept moving up and doing something different within the company, which also helps you build a very diverse set of skills. When he was recruited to Wisconsin, I’m like, Okay, now what?

Speaker 1

That was not in your future.

Speaker 2

No. No. No. So I had to readdress, I’ve developed all these skills. What am I personally interested in, and how can I learn a new community? In doing so, I thought about, okay, there’s arts organizations that I could potentially get involved with. My husband had rented an arts facility for a corporate meeting. A board member came out and said, You’re not interested in interviewing for a job, would you? I said, Well, I hadn’t thought about it, but sure. One thing led to another. I the executive director in a historic Masonic temple that the community had just restored for an arts and cultural venue. It was basically picking up the ball and helping them develop that and program it within their community.

Speaker 1

Was there staff, or did you have to completely staff it up? I mean, you had to start from the ground floor, or what was already in place at that time?

Speaker 2

Well, it’s interesting. When people think about starting an arts and cultural facility, they think, Oh, this is going to be easy. But they really don’t know what talent you need to staff it to build it. It was a matter of identifying the right staffing structure as well as the right board structure to support it. We built that. We started doing the fundraising. We started building programming, and then my husband got recruited again to a different community.

Speaker 1

Just as soon as you get things rolling, he’s out of here.

\Speaker 2

Exactly. We moved again, and I didn’t have anything to do, someone who networked through somebody else came to me and said, We’re trying to start a nonprofit organization. Would you be willing to help us? I said, Yes. What is your organization? Mission, vision? What do you do? Well, it was two doctors who had amassed a 350 taxidermied animals from their hunts all over the world. I said, Well, this isn’t really in my personal level of interest, but I will help you build the structure of the organization. But if an opportunity arises in the arts in this community, I’ll be honest with you, I would leave for that. But I’ll help you in setting your organization up. We were able to do that for them. We got a location set up for them to showcase some of their exhibits, and then that position opened at the Trout Museum of Art. That was an interesting transition for me. It was, again, a historic building that we had moved into that had originally been an art center, but because they had acquired an art collection from a donor, it converted to an art museum. So the standards for an arts museum are much higher than an art center.

Speaker 2

There were some challenges associated with that in that transition as well.

Speaker 1

And that’s still in Wisconsin, right?

Speaker 2

That is Appleton, Wisconsin, which is in the Fox Cities.

Speaker 1

What is the period of time that has passed at this point? You moved to a city in Wisconsin, you to another, and now this is at your fingertips. What is that period of time?

Speaker 2

When we moved to Wisconsin, I was in Fondalek, Wisconsin, with the first organization for about three years. Then my husband, again, was moved in Appleton. I think I was maybe with the Wildlife Group for a year before I took on the position for the Art Museum. I think I mentioned to you in the past that there were a lot of challenges associated with that role. We’re not originally conveyed when I accepted the position. Lucky you. Yes.

Speaker 1

Let’s just keep this straight. You’ve got a brand-new town, you have a brand-new job, you have things that were not disclosed. This is not a Hallmark movie that you’re describing right here.

Speaker 2

No, definitely not that. It was interesting because there was a lot of potential to the organization, and that’s the thing that appealed to me the most. I love looking at a community, gaining an understanding of the community and where an asset like this could better serve the community. I was very inspired by that, only to find out that they were two and a half million dollars in a hole. They had lost a lot of credibility with the community, which would have impacted funders raising to affect the two and a half million and everything else the organization needed. I can’t use the phrase problem solving enough. I think anybody that can possess those skills will be successful in anything they do. So addressing that situation, coming in from out of the community, going to the investors to say, We’re two and a half million dollars in a hole. This is my projected way of getting out of it, but we need your support, and this is why you should give us your support. It was a little bit of challenge to identify the right people, to build the team, to get us out of that hole, and to put us on the right footing to become an art museum.

Speaker 1

I got to hear about some of those scary conversations in there. You’re going to these people, you’re explaining, you are totally on the chopping block here. These people that have been a part of this organization know nothing about this. This newbie comes in, and now you get the lovely job of explaining that. How did those conversations go? How well were you received? I guess I probably shouldn’t have put well. How did you navigate those conversations? I mean, this is fascinating, really.

Speaker 2

Well, it’s a really good question. I was introduced to the big supporters who had supported the previous capital campaign. Unfortunately, the capital campaign dollars were being used for operations. We ran out of money, and I had to present to a group of people I had never met before. Oh, my God. The financial situation the organization was in. I started by saying, I did this analysis. This is where we are. It’s not a great place to be. I am not paying myself right now because we can’t afford to pay me, but I have some skin in the game, and I hope you will join me in finding a workaround and supporting this because it is a really tremendous asset for the community, and we can’t let it go. I met one key community leader that had done a lot for the community and asked him if he would introduce me to the group of people that could work with me to get them in a good financial footing. Within two and a half years, we had paid down all the debt. We’d some capital improvements on the building, which was a historic building. We invited the ballet, the symphony, a boy choir, another choir, public TV to join us as resident organizations in the building We, visionary-wise, changed the name of the building to the Fox City’s Building for the Arts, which represented all those organizations, and then had above the second floor the name the Trout Museum of Art, because that also was important to the identity of what was happening in that space.

Speaker 2

It’s similar to the Arts Council and something I experienced here is the community really didn’t have a good understanding of what that building was and what was happening in there. The support Was it coming to those organizations or us until we clarified that with the community. Here, people call us the Arts Council, but they don’t know what that means. We rebranded ourselves. The Arts Council is the 501(C)3. It’s the organization. The Smithgall Art Center is the location that you come to enjoy the programming. And similar to that, the other historic property will have another name for that location. Building clarity as a community becomes more aware of who we are and what we’re trying to do to serve them.

Speaker 1

Right. Thinking about that, I think you said a two-year period where you were coming back from being in the hole, if you will, and all of this, you were not paying yourself, but were Are you able to acquire staff to help along the way? So this was not just you rolling up your sleeves and carrying all of that weight, but how in the world did you navigate, yes, I do need to hire someone, even though we have all of this going on. I mean, get into some of those weeds.

Speaker 2

Again, because I valued this asset for the community, we were able to do some quick fundraising so that I could bring in one person. I was paying that person for a while and then added a second person. Then once we developed a revenue source, then I started paying myself. Then as we continued to gain revenue sources, we continued to add staff to build programming for the art museum piece, but also some of the other programs, classes and workshops and building the programs out.

Speaker 1

It’s almost like you move into town and people see that target on your back. You’re like, That’s our girl. Okay, bring her in. She’s going to take care of everything for us.

Speaker 2

I have to say it was not pleasant presenting our financial position to those people who we essentially use their money from a different purpose than what they had given it. One person got up and walked out of the room, and by the time that I was probably about a year in, I had reengaged every single person in that room because they knew that we were delivering on the promise.

Speaker 1

And so all of a sudden, you had credibility where the organization did and things started turning around. They knew they could believe in that person that was at the helm, if you will. So that was a couple of years in. But then you got to that point where you could, instead of just trying to fight through those issues, things started rolling. Let’s talk about once things got into that mode, where do you go from there?

Speaker 2

We continued to develop programming. We developed partnerships with other arts organizations. We did job sharing. We initiated some things, not just for our organization, but the healthy other arts organizations. I’m a firm believer in those collaborations and helping and cross-promoting. So much benefit comes from building those relationships and those partnerships. When the facility and the operation was back on track financially, one of the Papps Brewing Company family members lived in Appleton, Wisconsin, and he was a member at the Art Museum. He said, I’ve seen what you’ve done over time here for the Trout Museum of Art and the Fox City’s Building for the Arts. Would you consider a position at the Papps mansion in Milwaukee?

Speaker 1

You’re like, Okay, wait a second. Tell me what you’re hiding before I…

Speaker 2

You’d think I’d learn my lesson, right? But wait, there’s more. There’s always more. Yeah. We had some conversations. I went down, and again, it was a historic family mansion. They generated most of their revenue from tours and such. But it was an interesting property. It did have challenges because there was a lot of deferred maintenance. If you talk to anybody in nonprofits, they will tell you they don’t like to spend money on the non-sexy things. The non-sexy things is how do you take care of your building and grounds. They don’t want to put the money there. They want it to be on programs. Again, the Papps mansion had a lot of issues with the structure itself, the facility. It was a process to have a feasibility study done to share with the board, this is the state that we’re in, and this is what it’s going to take financially to fully restore the building because that is your greatest asset, is that building. The Papps mansion is really a unique place because the family members left a lot of the furnishings and the artwork and decorative art objects. So when you visit that mansion now, you’re seeing it the way the family lived in it.

Speaker 2

And if you don’t protect the shell, the actual structure of the building, you put all of those things at risk as well. We had just gotten to a point where we put the plan in place to move forward and COVID hits. My comment to the board was, I can continue helping you do this, but a better use of your money rather than paying me would be to ask the Milwaukee Historical Society if that director would encompass the Papst mansion so that the progress on the project could continue you under the management of that director, which would save them money that they could use towards the restoration. I basically outplaced myself. Right.

Speaker 1

Once again, so you go into this one and say, Well, I’m going to do all this hard work, but I’m not going to be paid. Here, this will be a better use of your time, and now I don’t have a job. Wow. Good for you to have the vision. But you really care about these organizations that you’re a part of. No question about it. It just becomes part of what you do. But all of a sudden you go, Okay, husband, where are you moving us to now?

Speaker 2

Well, fortunately, during that time frame, my husband decided to retire, and we had no strings attached to any place. I have two sisters that live in Atlanta who have been knocking on my door saying, Why don’t you guys move here. Hi. I did a little research. I found out about Gainesville and the position at the Arts Council. I’m a firm believer that things happen for a reason. Absolutely. But you have to be aware and not be rigid in what you think your career path should be. You can’t limit yourself. You have to be fairly open-minded. When an opportunity arises, you can see that it’s an opportunity. We thought, Well, we’ve never been to the South. Let’s try this.

Speaker 1

And your sisters are in Metro Atlanta. They’re not up in Gainesville. And so geographically speaking, this is 45, 50 minutes away. So you didn’t just go, Hey, I’m going to go buddy up with my sisters. You said, Hey, I look at this community, but I’m going to find my right place there. That’s a totally different approach. You’re right. Kudos to you.

Speaker 2

Again, I think things happen for a reason, and I seem to continue to fall into positions that there’s two similarities. One is It’s a historic facility that needs attention. Then the other is that it’s an opportunity to make things better and create something unique for a community. With the growth in Hall County Gainesville. There is huge opportunity right now for arts and culture. If you want to recruit and retain employees at the industries that currently exist here, you need the amenities that will keep people here once they get here. You also want to offer opportunities that people can access locally. We’re finding people don’t want to drive into Atlanta. They would rather come like north than go south. We’re currently developing that vision for the Council, and how can we provide those things here in the region for the region.

Speaker 1

Did you literally move down here around ’21, or what was the time frame when you moved?

Speaker 2

It was ’22. We moved in ’22. Again, you come into an organization, you only know so much, and the board only knows so much because I needed to dig in and really learn it in a different way than the public learns it. Just suck in as much information as you can. You make sure that the board is aware of that information, and you work together to come up with a plan on how do you take it from here to here.

Speaker 1

Did you dig into some of those routes that you had where you looked at collaboration partners and you looked at ways that you could broaden that vision, but still keep it on track? Tell me what your vision was, what you were trying to do, and how that’s playing out.

Speaker 2

First thing you do is you do some housekeeping things that need to be addressed, to clean up things and build a good base for the things that you’re trying to prepare to do. We spent probably the first year really addressing some of those things, building some assets to better market the organization, because one of our greatest challenges right now is making people aware of the organization and what we do. There wasn’t a great deal of social media presence, and building that takes time. It was really doing checks and balances of, Okay, we’re good here, here, and here, but we have these challenges that we need to address quickly before we can move on to all these other things. The first year was really focused on that and listening to the community. Coming in from outside, you want to absorb all the information that a community has to develop what that vision is for going forward. It’s not about me. It’s not about what I like or I don’t like. It’s what is the community? What would they like? You don’t want to duplicate things. You want to provide new and different experiences for people. We’re in the process of how do we use our property right now to best serve the community.

Speaker 2

And part of that, again, is developing what’s happening here at the Smithgall Art Center, making people more aware that we have this summer concert series that we can actually see 2,000 people outdoors.

Speaker 1

Yeah, let’s talk about that. What does that look like? I’m assuming go on your website, buy your tickets for one of the events. When you go, what do you expect to see?

Speaker 2

We’re programming different kinds of concerts so that there’s something here for whatever your musical interest is. Peach State Bank, again, another community asset, is the title sponsor for the summer music series. We could not do it without that level of support. So approximately twice a month through the summer, we have performances here. You can access that on our website. Then in the winter months, we do a jazz series, which we do indoors here. Those are typically the third weekend of every month, Friday and Saturday, we have those two jazz performances. We could be doing a lot more, but we want to make sure that we deliver on our vision. Building the audiences for those two programs right now is a goal. As we do that, we are going to be addressing the capital project at the historic church to move that forward. Happy to share more about that with you at a later date.

Speaker 1

Okay. It’s a little teaser. I like it. But that was a building that is in that area. It’s just showing the vision, the growth, and you have foundational things that you have taken care of now, and it’s just going to expand from there.

Speaker 2

You really do have to sit and listen, have a discussion. I know a lot of people like to interact remotely and through social media, but sometimes you can’t get what you can get out of a face-to-face conversation. When you pull your board in and you have that face-to-face conversation, you creatively come up with the plan forward and how you’re going to track towards that. You have to be fairly systematic. Otherwise, you end up wasting time, wasting money, and not getting to where you need to get in a reasonable period of time.

Speaker 1

This is completely off the subject, but it was something I remember us talking about way back when. You mentioned an art walk. Where did that idea come from? What exactly is it? Because I honestly can’t remember what that entailed. I just remember us talking about it. Is that something that goes along with the concert series or a part of something else, or is that its own entity?

Speaker 2

When I moved here, most of the cities that I’ve lived in in the past have had an art walk. I’m a firm believer, maybe it’s my retail background plus my interest in the arts, that you can marry those two things to benefit the businesses and the arts organizations. I introduced myself to the Main Street program, it’s part of the city, and said, We can’t do this on our own, but can we partner to bring the businesses and the artists together for an art walk? They were very receptive, very helpful. We I would not have done it without that support and that partnership. We just finished our third year of the Art Walk, and every year it has grown as far as the number of participants and the community members that come down to shop in the businesses, have dinner, have drinks, but also purchase things from the artist. We’ve added some components of musicians playing here and there. Every year, you’ll experience it in a different way and in a growing way.

Speaker 1

Oh, I love that. I’ve been on the square in Gainesville on a midday Friday. You meet somebody for coffee down there or lunch, and that square is hopping. There’s a lot going on. So kudos for just organically bringing that community together. It’s such a good vibe.

Speaker 2

It is. In the short period of time that we’ve been living here, the growth in Gainesville is just astounding. It is. Just astounding. You want to be able to maximize that. There’s some organic growth that’s happening, but how can you use that organic growth to build and add assets and fund things for people to engage in? Right.

Speaker 1

It’s so true. Let me shift gears again, because one thing that I really always like to talk about here is mentorship, because as women, I feel like you clearly have embraced the idea of collaboration. I think that that is something that we, as women, naturally do, but you have honed it as a real skill. I do feel like everybody has a different idea of what mentorship means to them or what they have experienced based on mentorship. So maybe it comes from that standpoint. But I’d love to hear your thoughts on mentorship. And if that is something that is a true goal within your organization that you want to make sure that you are establishing any of those practices. So tell me your thoughts on that.

Speaker 2

Whenever I am introduced to a new associate, either because I’m coming into the organization or we’re hiring somebody in, my first question to them, what do you want out of this position? What experiences and things would you like to get out of your time with us so that we can offer those things for people to grow and build their resume, essentially? But part I think that comes from just your general feeling of your comfort level with people. You tend to gravitate with people that you feel comfortable with. Sometimes that mentorship organically happens just based on that comfort level. But you have to be willing to provide your associates with time so that you can provide those things. If they ask for certain things, you try to give them those things, but you also try to give them the creative problem solving. How do you work through that? You identify their strengths, but if you see some weaknesses, even without them asking, how do you provide those things for them? Just having an open-door policy where no question is a stupid question, you feel comfortable walking in and out, getting the support that you need. Also, trying to create a fun team because the team will thrive off of each other, not just for me, and having fun.

Speaker 2

If you have fun in the workplace, you absorb more organically.

Speaker 1

And you’re willing to go that extra mile because you’re doing it not just for yourself. You’re doing it for that whole team that you have just gotten entrenched with. It is just a completely different mental shift. Someone I interviewed a good while back, she said that she understands the idea of that mentorship within the workplace. But she said, they have an agenda. They want you to do well there. And so she always said, I like having mentors outside of this organization because they care about you. So it’s interesting that you’re embodying both. You want them to perform well there, and you want to guide them, not necessarily micromanage them, give them what they want, maybe give them a complementary team member or whatever, but you’re doing it also to better them as a person. I think that’s coming from such a good place, maybe they will stay there longer because it’s just a different attitude and all that.

Speaker 2

I think also I feel success there when an employee, even if they leave the organization to go on to something different, that you feel that you have prepared them for that opportunity. And even though they’re leaving you and they’re going to leave a hole in your organization, you’re really excited for them and their next steps.

Speaker 1

Oh, that is so fantastic. And it’s so unusual in the workplace. We all get so busy when we are running as fast as we can, going from point A to point B, that you lose some of that human element to it all. And so I love the fact that you’re slowing things down a little bit and you’re lifting them up as that human entity to go, I really want to see you grow. I really want to see you fly. So good for you. Okay, I’m going to shift gears yet again and ask you, as we start wrapping things up today, what do you like to do for fun? You’ve had some arrows slung at you throughout your career. Surely you know how to decompress and gain some whatever it is to get right back at it on Monday morning.

Speaker 2

I thought about this question a little bit. I’m really energized by cities and exposure to different communities to go into someplace new and just see what they’re all about. What’s the personality of that community? And what can I draw from that to actually bring back to what I’m currently doing? So whether that is the architecture of the community or the cultural opportunities that it has, or I have to say, I’m a big fan of retail therapy.

Speaker 1

Aren’t we all? Okay, you are a female after all. That’s the yard.

Speaker 2

Yes. Those are things that help me decompress and relax, but also energize me when I come back to come into my workplace and bring those things back to rethink how we’re doing things or tweak the direction forward. And spending Every time with family, I mean, always a plus.

Speaker 1

The South was fairly new to you. I am curious. You get down here, you get established, and you want to go explore a city and exclude Atlanta. That’s not fair. There’s too much there. What might be another smaller community in the Southeast that you said, Hey, I want to go check that out, that you were really surprised that you took something away from them?

Speaker 2

Well, it’s interesting because I’ve been really trying to get immersed in this job. I have been working on weekends also, so that’s been limiting a little bit. But this past year, we’ve started every weekend or every other weekend just picking a direction, getting in the car and driving to learn Georgia because I had no knowledge of Georgia outside of visiting my sisters in Atlanta. There’s always going to Savannah and the hotspots Augusta, Maken, but also visiting some of the smaller communities in the Northeast to get a sense of them, because ultimately, in building this organization, we hope that they will see the value of what we’re doing here, and we’re offering them things that they’re interested in. It goes back to listening to the community and also identifying where there are things that aren’t happening that possibly we can bring and execute here.

Speaker 1

Well, I am going to ask you if someone has questions for you how to reach you, but let’s back up for one second and talk a little bit about the upcoming summer concert series. When does that actually start?

Speaker 2

This Friday, we have the first of the Summer Music Series It is a big jazz orchestra. That’s on Saturday evening. Then there’s approximately two per month throughout the summer. They vary from the band Lula to River Street, which is a local band, and bringing in some other things as well. We have a fundraiser that is all Prince and Michael Jackson. We’re selling lawn seats for that as well. So hopefully, if you haven’t tried us before, there’s something on our summer music series that will appeal to you. We hope people will check us out.

Speaker 1

Okay, well, so now I know people will want to get in touch with you. So let’s perfectly tee me up to say, how do we reach you if someone does have a question or does want to reach out to you?

Speaker 2

Always can call the Arts Council I can give you a number.

Speaker 1

We will put the number in the description below. And then your website, we’ll put that there as well, so that can help.

Speaker 2

And I think because I spend most of my life here, I’m more easily contacted here at the Arts Council. So either that phone number or info at theartscouncil.net. But always happy to answer questions. If anybody’s interested in volunteering to get a sense of our organization and what we do, we’re always looking for good volunteers. Oh, fantastic. Yeah, to support the summer music series, and then you can enjoy the concert.

Speaker 1

Win-win. I like it. I like it. Well, Pamela, I cannot tell you how much I have so enjoyed getting to know you and so enjoy your effervesence and your love of what you’re doing and your love of the historical parts of things, but making them fun. A lot of people don’t necessarily put those two words in one sentence. And I think that you have a track record of really bringing some interesting things together to just bring things to life. That’s a gift. So I appreciate you sharing your story and sharing where you’ve come from and just spending a little bit of time with us today.

Speaker 2

Well, thank you for the opportunity, Sharon. I’ve enjoyed our conversation as well.

Speaker 1

Fantastic. All right. Well, I will see you at the We have some tears this summer. Thank you. Thank you for listening to InPowered Women. If you like what you heard, please give us a five-star review and subscribe to the show wherever you listen to your podcast and share with those you think can benefit from this information. Please email all questions, suggestions, and compliments to sharon@pinnaclestrategicadvisors.net. The InPowered Women podcast is produced by the Podcast Laundry production company and executive produced by Sharon Lee.

This episode was produced and managed by Podcast Laundry.