Kaiser's early career focused on strategic planning and management consulting. In 1981, he founded Kaiser Associates, a consulting firm whose clients included
General Motors and
IBM. But in 1985, spurred by his lifelong love of the arts, he sold his consulting firm to enter the world of arts management.
Transition to arts management When he joined the
Kansas City Ballet as general manager in 1985, the company was on the brink of bankruptcy. Within two years, Kaiser had revamped and energized the troupe's fundraising, and attracted critical attention and acclaim through ambitious programming initiatives. His leadership enabled the company to pay off the accumulated deficit, which had nearly led to its closure. Kaiser joined the
Alvin Ailey American Dance Theater as executive director in 1991. The company faced extreme challenges, stemming from a $1.5 million accumulated deficit. Kaiser developed a strategic plan with the company's board and staff, targeting fundraising and marketing as key areas for overhaul. Recognizing the company's broad, international appeal, Kaiser set about putting the dancers before a much larger audience. In December 1992, the company was featured on
The Donahue Show, then the premiere daytime television program. In an unprecedented move, the full one-hour program was devoted to the Alvin Ailey American Dance Theater, an event viewed by 18 million Americans. In 1993, the company performed at President
Bill Clinton's inaugural gala, which was broadcast to an audience of 88 million. During Kaiser's tenure as executive director, the Alvin Ailey American Dance Theater eliminated its deficit, increased the efficiency of its touring programs, and enhanced its national and international image. In 1995, Kaiser became executive director of
American Ballet Theatre. With an accumulated deficit of $5.5 million, the company was struggling on the brink of closure. Ticket revenues were insufficient to meet the company's needs and the towering debt had reduced the board, management, and staff to a daily struggle to keep afloat, forestalling any strategic or long-range planning. Kaiser set about finding the large donations needed to reduce the $5.5 million deficit. He revamped the touring program, reaching out to cities across the United States as well as in Asia and Europe. He created new education programs to nurture both new dancers and new audiences. And he fueled aggressive new marketing programs, burnishing American Ballet Theatre's long-held reputation as a "company of stars." Within three years, the company had eliminated the entire accumulated deficit and established a surplus. After his success at American Ballet Theatre, the
Chicago Tribune coined the
sobriquet "The Turnaround King" for Kaiser.
Kennedy Center In 2001, Kaiser joined the Kennedy Center as president. Unlike the organizations which had established his reputation as a savior of companies on the brink of disaster, the Kennedy Center was financially stable and not in need of a turnaround. But Kaiser set the goal of enhancing the Center's status as the nation's center for the performing arts, a destination for both American and international arts lovers. His first undertaking was the "Sondheim Celebration", an unprecedented staging of six musicals by
Stephen Sondheim, within one season, under one roof:
Sweeney Todd: The Demon Barber of Fleet Street,
Company,
A Little Night Music,
Sunday in the Park with George,
Merrily We Roll Along, and
Passion. Critical response to the Sondheim Celebration was extraordinary, and the box office opened to record-breaking sales. Two other theatrical achievements were a retrospective of
Tennessee Williams' work and a highly acclaimed celebration of the ten plays of
August Wilson presented in sequential order. Having set the bar high, Kaiser continued to upgrade the Kennedy Center's artistic profile, negotiating long-term agreements with the
Mariinsky Opera and the
Mariinsky Ballet, the
Royal Shakespeare Company,
New York City Ballet, and the
Bolshoi Ballet that ensured their regular appearance at the Kennedy Center; producing major festivals of the arts including "The Festival of China", "JAPAN: culture+hyperculture," and "Arabesque: Arts of the Arab World;" each bringing hundreds of international performers and artists to American audiences for the first time; and expanding the Kennedy Center's jazz and family programming. He has expanded educational programming, increasing the annual education budget to $25 million for programs reaching young people and adults—more than any other arts institution. Long committed to teaching and education, Kaiser has made the Kennedy Center a university of sorts for arts organizations and arts managers by founding, in 2010, the
Kennedy Center Arts Management Institute to provide advanced training for young arts administrators and developing a series of programs to help train others in the field. The Institute transitioned to the University of Maryland in September 2014, as the
DeVos Institute of Arts Management, based on a $22.5 million endowment from
Dick and
Betsy DeVos, with Kaiser as Chairman. He has created a "capacity-building" program, that offers mentoring services to the leaders of 33 African American, Latino, Asian American and Native American arts groups from across the United States, and has instituted similar programs for over 250 arts organizations in New York City and 74 in the Washington, D.C. metro area. He has established a
fellows program for arts managers, enabling students and practicing arts managers to study at the Kennedy Center in a practicum that exposes them to the day-to-day work of the center's departments, from marketing and fundraising to programming and operations.
Arts in Crisis Kaiser launched
Arts In Crisis: A Kennedy Center Initiative in early February 2009, which provides free arts management consultation to arts organizations across the United States. Within 24 hours of unveiling the site, the program received 110 emails from 31 states. "[The initiative] is a high-tech support service through which arts administrators can talk to the Center's personnel about the challenges of shrinking income, budget-conscious audiences and other difficulties in keeping the doors open."
Arts in Crisis: A Kennedy Center Initiative is a response to the emergency facing arts organizations throughout the United States. The program, open to non-profit 501(c)(3) performing arts organizations, provides free and confidential planning assistance in areas pertinent to maintaining a vital performing arts organization during a troubled economy. Over 100 experienced arts leaders from across the country are volunteering their time to serve as mentors to organizations in need. Since the initiative's launch in February 2009, the Kennedy Center has hosted symposia and arts community conversations in major cities across the country.
Arts in Crisis: 50 State Tour In June, 2009, the supporting the Arts in Crisis initiative. Michael Kaiser travels to cities in all 50 states, Puerto Rico, and the District of Columbia to lead arts management symposia. At each event, hosted by a local arts organization, Kaiser addresses the challenges facing non-profit performing arts organizations in each city through such areas as fundraising, building more effective Boards of Trustees, budgeting, and marketing. ==Other activities==