Throughout my career, I have consistently worked to bridge gaps: between curatorial and educational endeavors, between institutions and their communities, and between the traditional roles of museums and their potential future. My progression from engagement in the arts to a leadership role has been nonlinear, yet driven by a core belief that art can foster community, reshape narratives, and enable change. This reflection outlines nine insights gathered over two decades of experience. They are not rigid frameworks, but rather suggestions—ways of thinking and acting developed through the fluid boundary between engagement and leadership.
1. Curiosity as a Foundational Practice: My early days at the Menil Collection in Houston highlighted the importance of curiosity. The exhibition ‘Lessons from Below: Otabenga Jones & Associates’ (2007) turned a gallery into an educational hub, showcasing the potential for deeper engagement by transforming spaces into “classrooms” with public programs. Concurrently, volunteering at Project Row Houses (PRH) in Third Ward exposed me to stark contrasts in audience demographics, prompting vital questions about inclusivity and engagement. These experiences solidified my belief that institutions must connect, not just collect.
2. Engagement as a Form of Service: At New York’s Laundromat Project, I realized that true engagement means serving communities rather than extracting from them. Projects rooted in local realities taught me that accountability to people should come before institutional obligations, echoing bell hooks’
