A lifetime of service to the arts

Hilary was a critical friend to many arts leaders and arts organisations providing laser-sharp challenge and supportive solutions. Her legacy includes fundamental contributions to the Barbican and its role in international theatre; the development of the Roundhouse and Woolwich Works; and supporting leaders at the Almeida and Royal Opera House.

She helped scores of organisations develop sustainable businesses and influenced and inspired cultural leaders over decades. She was a true pioneer in the business of the arts.

Highest level of business skills

She and I were partners from the moment we met on the first day of our post-grad course in Arts Administration at City University, London, when we were both 21. She came from the world of classical music and I from theatre. 

A few years later, after working at the Aldeburgh Festival, Scottish Opera and running the Academy of St Martin in the Fields, she went to London Business School as a Sloan Fellow, one of the world’s most prestigious leadership courses. 

She was the first – only? – person from the cultural sector to be accepted on this course where she developed the highest level of business skills and practice in management science. It essentially trained her to be a top management consultant. At that time, ‘arts management’ was an oxymoron – there were scarcely any management consultants working in the sector.

Concurrently and coincidently, while I was running Edinburgh’s Traverse Theatre, I was asked to provide consultancy in management and strategy. That was when we decided to start Bonnar Keenlyside, an arts management consultancy – back in 1991 – we gave up the day jobs and…

Much in demand

We were snapped up immediately, working first for the Hallé to support the new leadership of Kent Nagano, then Sadler’s Wells, followed by multiple clients of all shapes and sizes, large and small, across all art forms, commercial and charitable.

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Hilary Keenlyside at Sadler’s Wells in 1992

We worked in the Highlands and Islands of Scotland and in Istanbul, in Dublin and London and in places throughout the UK.

When the UK National Arts Lottery was created, Hilary’s skills in capital development and in feasibility studies were much in demand. She was always rigorously analytical and could specify the right number of seats for a new performance venue as part of planning a building and business model.

We supported the wise investment of over £200m in arts capital projects. Hilary sometimes stayed with clients in the development and delivery of capital projects, in parallel with building organisational capacity, for example with the Roundhouse and Hampstead Theatre.

Hilary had a particular passion for finance and all that numbers could communicate. She would forensically analyse an organisation’s accounts, cast and recast them in multiple charts until the grand reveal….

Many a client sat mesmerised around a screen where their problems were sharply displayed on Hilary’s charts. Some even had to witness the forecast fate of their business if they failed to change. Fortunately, she had the answer for them.

Practical, can-do approach

We were called in by the Barbican and City of London Corporation in 1995 when the RSC gave notice that it was to reduce its presence. The RSC was, at that point, the sole occupier of its theatre, specifically designed for them and their repertoire.

The word in the business was that the theatre was inhospitable, too far away from Theatreland, disliked by actors and staff, and unattractive to audiences. No commercial producer was interested and the Barbican was concerned about the impact on its finances.

Hilary’s analysis of the loss of income from car parking and bars was alarming. I came up with the idea of presenting international theatre, dance and opera – modelled on the Edinburgh Festival – as, at that time, there was no such home in London. Hilary did the business model.

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Anne Bonnar and Hilary Keenlyside of Bonnar Keenlyside. Photo: Eion Carey

Working with the then head technician of the RSC, Nigel Love, and architect Anne Minors, Hilary initiated a remodelling project of the stage to support the expansion of the repertoire. This included changes in the fly tower to increase the stage width for upstage backdrops and a new orchestra pit and proscenium. It was achieved in four months – typical of her practical, can-do approach, and collaboration with others.  

Unshakeable belief

Hilary always ran the extra mile for her clients and sometimes these miles turned into marathons. For example, she worked with Ovalhouse for more than a decade, guiding it through multiple twists and turns with Lambeth Council and regeneration partnerships until its rebirth as Brixton House.

Her strength of character, never being stumped for an answer, and her unshakeable belief in her convictions scared off a few and attracted more – some for a professional lifetime. For example, Helen Marriage worked with us initially on the programming vision for our business plan for Sadler’s Wells.  

Hilary worked with Helen on most of her key roles since, including the reinvention of the Salisbury Arts Festival and when Helen and Nicky Webb started Artichoke. Up until her death, Hilary was providing invaluable advice to Helen on the cultural strategy emerging as part of the York Central development.

A driving force

Hilary enjoyed the limelight, dazzling clients with her analysis and presentations. At the same time, she ploughed away behind the scenes, supporting leaders including Tony Hall when he first came from the BBC into the world of the arts to run the Royal Opera House.

She was passionate about diversity and equality. She was a driving force behind the creation of Woolwich Works, bringing her exceptional vision to the project. Her commitment to cultivating diverse artistic voices shaped the community of resident companies bringing Acosta Dance Foundation, Chineke! Orchestra and the National Youth Jazz Orchestra to Woolwich alongside Punchdrunk.

Hilary gave a lifetime of quality service to the arts. She also supported charities close to her heart, including serving on the board of Barnardo’s for 11 years, becoming its chair. 

She loved sailing, and her expert navigation skills will be missed by all.

Hilary Keenlyside 1955 – 2025