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The Search for the next President of the Museum of Science

From the Chair of the Presidential Search Committee

Dear Museum Community,

I write with an update on the Presidential search process, which is well underway. Following the formation of the search committee and the subsequent Leadership Profile this spring, our search firm partner Spencer Stuart began its outreach to identify candidates whose experience fits with the criteria we’ve established for our next President. In addition, they are following up with potential candidates who have expressed interest or have been nominated by members of the Museum community. In all of these ways, they are building a candidate pool that reflects the aspirations outlined in the Long Range Plan and the incredible opportunity to lead the next transformative era of our Museum.

The 10-person search committee will convene again this fall to review the candidate pool.

Thank you for your continued interest in the Presidential search,

Gwill York

Chair, Board of Trustees

Presidential Search Committee


  • Gwill York

Committee Members

  • Joshua Boger
  • Alexis Borisy
  • Stacy Cowan
  • Juan Enriquez
  • Maria Kussmaul
  • Pam Lassiter
  • Kate Levin
  • Yiannis Monovoukas
  • Michael Thonis

Working with the search firm, Spencer Stuart, the committee will convene regularly throughout the summer and fall to review the candidate pool.

Position Summary

Reporting to the Board of Trustees, the next President of the Museum of Science will be a bold, visionary leader who will embrace the opportunity to impact the lives of people and communities through the leadership of one of the nation’s preeminent science museums. The President will be energized by the ability to inspire and engage visitors of all ages and backgrounds, to develop innovative programs and exhibitions, and to continue to build the Museum’s leadership in STEM education. Just as the Museum physically bridges Boston and Cambridge, the President will be a bridge builder and will seek to extend the reach beyond the building through partnerships, exhibitions, educational initiatives, and programs. An inspired, empathetic leader, the President, in collaboration with the Board and senior leadership team, will possess the strategic acumen required to chart a course for the future in a changing and dynamic external environment and the operational skill and ability to oversee successful execution of short and long term goals. The President serves as the public face of the Museum and will be a strong relationship builder, a compelling speaker and writer, and an effective fundraiser.


  • Strategic Vision – In a partnership with senior staff and the Board, bring a transformative and creative vision to the existing strategic plan that will continue the success of the visitor experience, education and outreach programs, and increase the impact of the Museum – locally, nationally and globally.
  • Organizational Leadership – Build and nurture a high performing leadership team that values collaboration, transparency, and innovation. Engage authentically and provide inspired leadership to the broader staff, Board, and community of volunteers.
  • External Engagement – Represent the Museum and build partnerships across multiple stakeholder communities including, but not limited to, other STEM institutions, educational, cultural, and community organizations, regional businesses, the citizens and leaders of the Cities of Boston and Cambridge, the Commonwealth of Massachusetts, and beyond.
  • Operational Results – Meet the operational metrics of success (visitor experience, STEM educational programming, initiatives, and outcomes, curricular reach and impact, etc.) and pursue opportunities to drive greater efficiencies within the organization.
  • Financial Stewardship – Ensure the long-term financial viability of the Museum, which is based on a combination of earned revenue, contributions, and research grants, through the following:
    • Strengthening fundraising efforts with individuals, foundations, government, private sector
    • Increasing the size of the endowment
    • Continuing to leverage and engage the Board
    • Diversifying and strengthening earned revenue streams