Worcester Business Journal

38 Worcester Business Journal | May 4, 2026 | wbjournal.com How did this Broadway project come together? We launched our first playwright residency last year with Jamie Wax, who had worked with us on a produc- tion of "Doubt." He's a brilliant writer, and he wanted to spend more time in Worcester developing his next play. Out of that came a play called "High Risk Ward." We did a reading of it here about a month ago, and it's turned into something really special. We've now optioned it with partners to take it to Broadway. e next step is another reading in New York for industry au- diences, likely with well-known actors, with the goal of moving it toward a full production. For us, it's a pretty big move and a very exciting one. What does this mean for the Hanover Theatre? At its core, it helps define who we are becoming. We want to be a place that builds relationships with top-tier writers, actors, and directors. By investing in someone like Jamie and helping shepherd a project from Worcester to Broadway, we're showing this can be a home for creators. From a reputational standpoint, it puts us on the map in New York and in the broader industry. We're already known as a premier venue for touring Broadway and other performances. is expands that identity to include developing new work. If a project like this succeeds com- mercially, there could be financial benefits, but that's not the primary driver. e real goal is to attract more creators to Worcester and to establish that pipeline. How does artistic ambition fit with the business realities? e arts are in a challenging mo- ment right now. We came through COVID in a relatively strong position compared to many organizations. A large portion of our revenue comes from ticket sales, which gives us a level of stability others don't have. But like most arts organizations, we've had deficits as expenses outpaced revenue. We're working toward a break- even budget. We're in a good position overall, but the environment is tough. Government funding has shied dra- matically, and philanthropic support has changed as well. ere's a lot of pressure across the industry. What are your biggest challenges? e cost for people in our commu- nity to attend live performances has gone up, and that's something I think about a lot. e other is relevance. Our competition isn't just other theaters. It's everything competing for people's time, especially screens. We have to make sure we're engaging the next generation and giving them reasons to choose live experiences. at's something that absolutely A play developed at the Hanover eatre is likely headed to Broad- way, marking a major milestone for the downtown venue. Pres- ident and CEO Alan Seiffert said the project reflects a broader strategy: positioning the Hanover not just as a stop for touring productions, but as a place where new work is created – all while navigating a challeng- ing financial landscape. Worcester on Broadway keeps me up at night. How have you evolved the Hanover since you became CEO in early 2025? When I came in, I was attracted to the fact that this wasn't a startup. It's a strong organization with a great team and a solid foundation. I think of us as moving from that early growth phase into something more mature, like a teenager figuring out what's next. My job isn't to fix things, but to build on what's working, remove obstacles, and help the organization grow. A big part of that is shiing our focus toward relevance, making sure everything we do connects with the community in meaningful ways. What attracted you to this job? I've always loved theater and storytelling, but I've also been deep- ly interested in the business side of media: how projects get made, how deals come together, how organiza- tions operate. is role brings those things together. It's about finding great stories and bringing them to life, but also making sure the organization is sustainable and serving its mission. at balance between art and busi- ness is really what drew me here. What are some of your highlights? Expanding our programming to reach different audiences. We in- troduced more professional dance programming. ere's a strong dance community here, but not a lot of oppor- tunities to see that level of performance locally. Seeing the audience response, especially from younger attendees, has been really meaningful. I remember a young girl telling me she had never seen performers on stage who looked like her. at's exactly why we do this. Another highlight has been attract- ing talent like Jamie Wax, who chose to come to Worcester to write. at's a signal we're resonating beyond the city. is interview was conducted and edited for length and clarity by WBJ Editor Brad Kane. W Alan Seiffert President & CEO The Hanover Theatre & Conservatory for the Performing Arts, in Worcester Annual revenue: $14 million Employees: 40 year-round; 150 for shows Founded: 2008 Building opened: 1926 His hometown: Los Angeles Residence: Worcester Education: Bachelor's degree in political science from California State University, Northridge; master's degree in arts administration from New York University; law degree from University of Michigan Alan Seiffert PHOTO | MIKE HENDRICKSON

• Cover