15 Arts and Culture Leaders in Queensland to Know

Queensland’s arts and culture sector is shaped by people who work across creativity, public life, identity and community. They lead galleries, theatres, festivals, libraries, screen organisations, universities, cultural fairs and creative businesses. Their work is visible in performances and exhibitions, but much of the leadership happens behind the scenes: setting direction, building trust, supporting artists, making space for First Nations voices and helping audiences feel that culture belongs to them.

This list brings together 15 current arts and culture leaders with strong public evidence of their work in Queensland. It is not a ranking, and it is not a complete directory. It is a practical starting point for anyone who wants to understand the people and roles helping Queensland’s cultural life grow.

The names span different kinds of responsibility. Some lead major institutions. Some shape artistic programmes. Some connect culture with education, tourism, screen work or community. Together, they show that cultural leadership is not one job title. It is the steady practice of making a creative purpose clearer and more useful to the people it serves.

Why arts and culture leadership matters

Arts and culture organisations hold a distinctive kind of responsibility. They need to protect creative quality while keeping faith with audiences, communities, funders, artists and staff. A leader may be managing a major venue one day, then listening closely to a community or making a difficult programming choice the next. The work is both imaginative and practical.

Queensland’s cultural leadership also carries a strong place-based responsibility. Brisbane, Cairns, regional communities and First Nations organisations each have their own histories, relationships and possibilities. The leaders below are useful to notice because their roles connect creative ambition with the everyday choices that make culture more welcoming, more resilient and more meaningful.

1. Bianca Beetson

Director, First Nations, Queensland Museum

Bianca Beetson serves as Director, First Nations at Queensland Museum. QAGOMA identifies her as Director, First Nations at Queensland Museum and Chair of the Cairns Indigenous Art Fair. That combination of responsibility shows how arts and culture leadership often sits between creative direction, public value and the practical work of helping people take part.

For leaders in other organisations, the useful lesson is not to copy the role. It is to make the purpose visible, name the trade-offs and give people a clear next move. Cultural work becomes stronger when ambition is matched by care for artists, audiences, communities and the teams doing the work.

2. Chris Saines CNZM

Director, Queensland Art Gallery | Gallery of Modern Art

Chris Saines CNZM serves as Director at Queensland Art Gallery | Gallery of Modern Art. QAGOMA describes his long leadership of the gallery and his role in shaping exhibitions and the Asia Pacific Triennial. That combination of responsibility shows how arts and culture leadership often sits between creative direction, public value and the practical work of helping people take part.

For leaders in other organisations, the useful lesson is not to copy the role. It is to make the purpose visible, name the trade-offs and give people a clear next move. Cultural work becomes stronger when ambition is matched by care for artists, audiences, communities and the teams doing the work.

3. Criena Gehrke

Chief Executive, Queensland Theatre

Criena Gehrke serves as Chief Executive at Queensland Theatre. Queensland Theatre lists her as Chief Executive on its current board and staff page. That combination of responsibility shows how arts and culture leadership often sits between creative direction, public value and the practical work of helping people take part.

For leaders in other organisations, the useful lesson is not to copy the role. It is to make the purpose visible, name the trade-offs and give people a clear next move. Cultural work becomes stronger when ambition is matched by care for artists, audiences, communities and the teams doing the work.

4. Daniel Evans

Artistic Director, Queensland Theatre

Daniel Evans serves as Artistic Director at Queensland Theatre. Queensland Theatre lists him as Artistic Director and connects his role to the company’s artistic programme. That combination of responsibility shows how arts and culture leadership often sits between creative direction, public value and the practical work of helping people take part.

For leaders in other organisations, the useful lesson is not to copy the role. It is to make the purpose visible, name the trade-offs and give people a clear next move. Cultural work becomes stronger when ambition is matched by care for artists, audiences, communities and the teams doing the work.

5. Ebony Bott

Artistic Director, Brisbane Festival

Ebony Bott serves as Artistic Director at Brisbane Festival. Brisbane Festival announced her appointment as its next Artistic Director and described her work across major Australian cultural institutions. That combination of responsibility shows how arts and culture leadership often sits between creative direction, public value and the practical work of helping people take part.

For leaders in other organisations, the useful lesson is not to copy the role. It is to make the purpose visible, name the trade-offs and give people a clear next move. Cultural work becomes stronger when ambition is matched by care for artists, audiences, communities and the teams doing the work.

6. Fiona Foley

Associate Professor and contemporary artist, The University of Queensland

Fiona Foley serves as Associate Professor and contemporary artist at The University of Queensland. UQ describes her as a leading contemporary artist and historian whose research includes Aboriginal frontier war memorials. That combination of responsibility shows how arts and culture leadership often sits between creative direction, public value and the practical work of helping people take part.

For leaders in other organisations, the useful lesson is not to copy the role. It is to make the purpose visible, name the trade-offs and give people a clear next move. Cultural work becomes stronger when ambition is matched by care for artists, audiences, communities and the teams doing the work.

7. Ivan Gil-Ortega

Artistic Director, Queensland Ballet

Ivan Gil-Ortega serves as Artistic Director at Queensland Ballet. Queensland Ballet announced him as Artistic Director for its 2026 company artists and season. That combination of responsibility shows how arts and culture leadership often sits between creative direction, public value and the practical work of helping people take part.

For leaders in other organisations, the useful lesson is not to copy the role. It is to make the purpose visible, name the trade-offs and give people a clear next move. Cultural work becomes stronger when ambition is matched by care for artists, audiences, communities and the teams doing the work.

8. Jacqui Feeney

Chief Executive Officer, Screen Queensland

Jacqui Feeney serves as Chief Executive Officer at Screen Queensland. Screen Queensland lists her as CEO and notes her experience across media, entertainment, strategic partnerships and screen production. That combination of responsibility shows how arts and culture leadership often sits between creative direction, public value and the practical work of helping people take part.

For leaders in other organisations, the useful lesson is not to copy the role. It is to make the purpose visible, name the trade-offs and give people a clear next move. Cultural work becomes stronger when ambition is matched by care for artists, audiences, communities and the teams doing the work.

9. Louise Bezzina

CEO and Artistic Director, Brisbane Powerhouse

Louise Bezzina serves as CEO and Artistic Director at Brisbane Powerhouse. Brisbane Powerhouse lists her as CEO and Artistic Director after her earlier leadership of Brisbane Festival. That combination of responsibility shows how arts and culture leadership often sits between creative direction, public value and the practical work of helping people take part.

For leaders in other organisations, the useful lesson is not to copy the role. It is to make the purpose visible, name the trade-offs and give people a clear next move. Cultural work becomes stronger when ambition is matched by care for artists, audiences, communities and the teams doing the work.

10. Patrick Nolan

CEO and Artistic Director, Opera Queensland

Patrick Nolan serves as CEO and Artistic Director at Opera Queensland. The Queensland Government House speech for Opera Queensland’s 2026 season launch identifies him in both roles. That combination of responsibility shows how arts and culture leadership often sits between creative direction, public value and the practical work of helping people take part.

For leaders in other organisations, the useful lesson is not to copy the role. It is to make the purpose visible, name the trade-offs and give people a clear next move. Cultural work becomes stronger when ambition is matched by care for artists, audiences, communities and the teams doing the work.

11. Rachel Healy

Chief Executive, Queensland Performing Arts Centre

Rachel Healy serves as Chief Executive at Queensland Performing Arts Centre. QPAC lists her as Chief Executive and describes the Executive Group as responsible for the centre’s operations and strategic priorities. That combination of responsibility shows how arts and culture leadership often sits between creative direction, public value and the practical work of helping people take part.

For leaders in other organisations, the useful lesson is not to copy the role. It is to make the purpose visible, name the trade-offs and give people a clear next move. Cultural work becomes stronger when ambition is matched by care for artists, audiences, communities and the teams doing the work.

12. Teho Ropeyarn

Artistic Director, Cairns Indigenous Art Fair

Teho Ropeyarn serves as Artistic Director at Cairns Indigenous Art Fair. CIAF announced his appointment as Artistic Director and described his continuing curatorial and First Nations arts work. That combination of responsibility shows how arts and culture leadership often sits between creative direction, public value and the practical work of helping people take part.

For leaders in other organisations, the useful lesson is not to copy the role. It is to make the purpose visible, name the trade-offs and give people a clear next move. Cultural work becomes stronger when ambition is matched by care for artists, audiences, communities and the teams doing the work.

13. Scott Martin

Acting State Librarian and Chief Executive Officer, State Library of Queensland

Scott Martin is the Acting State Librarian and Chief Executive Officer at State Library of Queensland. The State Library describes the role as responsible for strategic advice, initiatives, services, programmes, resources, partnerships and the leadership of the library. That combination of responsibility shows how arts and culture leadership often sits between creative direction, public value and the practical work of helping people take part.

For leaders in other organisations, the useful lesson is to make stewardship visible during a period of change. Clear priorities, strong partnerships and honest communication help a cultural institution keep serving its communities while its next long-term direction takes shape.

14. Wesley Enoch AM

Indigenous Chair in Creative Industries, Queensland University of Technology

Wesley Enoch AM serves as Indigenous Chair in Creative Industries at Queensland University of Technology. QUT identifies him as Indigenous Chair in Creative Industries and notes his earlier leadership at Queensland Theatre. That combination of responsibility shows how arts and culture leadership often sits between creative direction, public value and the practical work of helping people take part.

For leaders in other organisations, the useful lesson is not to copy the role. It is to make the purpose visible, name the trade-offs and give people a clear next move. Cultural work becomes stronger when ambition is matched by care for artists, audiences, communities and the teams doing the work.

15. David Williams

Executive Director, Gilimbaa

David Williams serves as Executive Director at Gilimbaa. Gilimbaa identifies him as its founder and Executive Director, with additional cultural leadership and advisory work. That combination of responsibility shows how arts and culture leadership often sits between creative direction, public value and the practical work of helping people take part.

For leaders in other organisations, the useful lesson is not to copy the role. It is to make the purpose visible, name the trade-offs and give people a clear next move. Cultural work becomes stronger when ambition is matched by care for artists, audiences, communities and the teams doing the work.

What these leaders show us

The first lesson is that good cultural leadership makes purpose easier to see. A gallery, theatre, library or festival can have an inspiring mission, but people still need to understand what that mission means for the next decision. Clear priorities help teams protect the work that matters most when time, money and attention are limited.

The second lesson is that inclusion is practical work. It shows up in who is invited into the room, whose stories are supported, how access is designed and whether communities can recognise themselves in the programme. It also asks leaders to listen well enough to change course when the evidence says something is not working.

The third lesson is that creative ambition needs good systems around it. Artists need support. Audiences need a clear welcome. Staff need honest conversations about workload, quality and trade-offs. The strongest leaders hold those things together without reducing culture to a set of targets.

How to use this list

If you lead a team, choose one person or organisation from this list and ask what leadership practice you can learn from the role. You might notice how a programme is explained, how a First Nations commitment is made visible or how a large institution connects its purpose with everyday work. Then choose one small action that would make your own team’s purpose easier to understand this week.

Frequently Asked Questions

Who is this list for?

It is for arts and culture workers, leaders, board members, artists, funders, students, audiences and anyone interested in Queensland’s creative life. It is also useful for leaders in other sectors who want practical examples of purpose, inclusion and stewardship.

Is this a ranking of Queensland’s most influential cultural leaders?

No. It is a focused, evidence-backed selection rather than a ranking. Queensland has many people making valuable contributions, and a person’s absence from this list does not say anything about the quality of their work.

What makes cultural leadership different?

Cultural leaders often balance creative quality, public value, community trust, financial reality and the needs of artists and staff. The work requires imagination, but it also requires clear decisions, good communication and the courage to name trade-offs.

How can I build stronger leadership in an arts organisation?

Start by asking where your purpose is unclear in everyday work. Then choose one decision, meeting or team habit that could be made more useful. Practical clarity usually grows through small, repeated changes rather than one large statement.

How often should this list be updated?

Arts and culture roles can change. A future update should recheck each person’s current role on an official source before publication and should treat any LinkedIn profile or tag as a separate, optional verification step.

Conclusion

Queensland’s arts and culture leaders work in very different settings, but the central challenge is shared: make creative purpose real for people. The best next move for any team is small and concrete. Say what good looks like, listen for what is getting in the way and help people take the next step with confidence.

Related Reading

For more practical ideas, explore this practical leadership development guide, the Working Genius implementation guide and this guide to building a healthy culture.

About Jonno White

Jonno White is the founder of Consult Clarity. He helps leaders build organisations people would move cities to work at. His work is practical rather than motivational: something people can use on Monday morning, not a feeling that fades by Friday.

If you would like practical help to build a stronger leadership culture, email Jonno at jonno@consultclarity.org.