Artists are expected to be entrepreneurs, fundraisers, publicists, legal experts and accountants at the same time. With all of these roles, it is easy to get stuck in endless to-do lists without having a clear sense of what direction their business is heading or which decisions will advance their careers. On top of that, the many requests that an author has to deal with are all presented as wonderful “opportunities”. It is a challenge to distinguish between the actual opportunities and the distractions from what is truly important: time to write and develop artistically.
How I work.
As a manager, I help my authors visualise and realise their literary ambitions. In other words: developing a long-term strategy and then representing their interests to the outside world, creating as much time and ‘headspace’ for them to focus on the creative process.
Strategy.
The crucial first step is deciding where to go. What are the long-term ambitions and the tangible goals we want to achieve? My role is that of strategist, sparring partner and initiator.
I am trained as a policy consultant and arts administrator, worked for governments, cultural institutions and launched successful arts initiatives. If there is anything I have learned, it is that ‘thinking ahead’ is key to being ready at all times to respond to both challenges as new opportunities.
Representation.
The next step is getting to where we want to be. I provide full support: taking care of all communications, negotiations, invoicing, planning, publicity, cashflow management, logistics, and the most fun part – accompanying the authors on tours.
I am proactive and cooperative towards other partners (publishers, media, agents, festivals), but always look out for the interests of the author in the long run. The best deal financially is not necessarily the best ‘career’ deal. By engaging in a long-term commitment, I am never tempted to push an author to make a deal only for short term gain.
Hey, did I mention I make a mean Whiskey Sour?
My values.
All artists benefit from direct representation, but no artist is the same. Therefore, every collaboration and arrangement I have with an author differs and will change over the years based on the developments within the practice. However, these three values are consistent in everything that I do.
Personal relationship.
I am a ‘business friend’ to the artists I work with. Because of the intensity of the relationship, our collaboration is rooted in personal trust and understanding. This is why I only work with a selection of authors that I admire.
Long-term commitment.
A manager differs from an agent. The main difference in my experience is that an agent mainly focusses on making deals, whereas a manager focusses on creating as much space as the author needs for making work and developing artistically. A career isn’t built overnight.
Interdisciplinary & International.
I have found that most people in the arts stop thinking at the border of either their country or their discipline. But there is a whole world out there!
Besides literature, I have worked in film, painting, photography, heritage, theatre and ArtScience. There is a lot to learn from other disciplines and there are a lot of opportunities in cross-overs. I have managed many international projects and will take any opportunity to further broaden my scope across borders.
Curriculum Vitae
Education
2014 New York University, Arts Administration (Summer Intensive)
2005 Leiden University, English Language and Literature
Ventures & Positions
2016 – now Roumen Literary Management
2017 – now Co-founder / owner Marktsteeg 10
2013 – 2016 Director, Leiden Fund for Arts & Culture (Cultuurfonds Leiden)
2006 – 2012 Co-founder / managing director, Leiden International Film Festival
2008 – 2012 Policy advisor, Bureau Blaauwberg
2005 – 2007 Head of production, Scheltema centre for contemporary art
Freelance consultancy & Project Management
2016 – 2020 Leiden 400: executive director
2018 City of Leiden: blueprint for Lucas van Leyden Fund & artist award
2016 Municipality of Ede: memorandum ‘Cultural Investment Fund’ Ede
2015 City of Delft: policy report for municipal cultural policy (2016-2020)
2014 Delft Fringe Festival: Business plan
2013 Fonds 1818: Evaluation of Mission Related Investment programme
Photo by Ronin de Goede © 2019
Voluntary Positions (selected)
2020 – now Crossing Border Literature Festival, member of the Supervisory Board
2018 – now Prins Bernhard Cultuur Fonds Zuid-Holland, member of the Board and member of the Advisory Committee
2017 – 2020 Today’s Art Festival The Hague, member of the Supervisory Board
2016 – 2020 Theater de Veste, Delft City Theatre, member of the Supervisory Board
2012 – 2020 Leiden International Film Festival & Brave New World Conference, member of the Board
2016 – 2017 Korzo The Hague, member of the Supervisory Board
Public talks & presentations (selected)
2020 Boston Museum of Fine Arts, Panel discussion on the inclusive nature of ‘the Four Nation Commemoration’ Plymouth 400
2019 Southampton ‘City of Culture 2025’ Conference, Panel discussion & Presentation on opportunities & pitfalls for bid for city of culture
2019 Leiden University, Faculty of History, Lecture on organizing international commemorations
2018 Massachussets 400 Forum, Plymouth MA, Presentation on opportunities for international exchange projects
2017 National Museum of Antiquities NL, Public interview with Tim Slade, director of documentary The Destruction of Memory
2016 Leiden University Career Event, Faculty of Humanities, Workshops on job opportunities for humanities students
2015 Annual Conference of Association of Dutch Municipalities, Presentation on public-private funds for the arts