What themes and trends are we seeing in the search and leadership landscape this year?
Canopy’s Executive Search business continues to expand, and so does our commitment to knowing and growing the pool of top talent: the leaders who will ensure that cultural institutions of all varieties stand the test of time.
A key to each search’s success is to find not only the most qualified leader for the role, but the individual who will thrive in the organizational culture and surrounding community. Given our understanding of the profession and the people who work in the field, our team understands this acutely.
As we look back on the first half of 2025, here are some key themes that we’ve encountered in our searches for leading institutions:
Getting broad-based input and creating an inclusive process remains important. The way you conduct your search not only reflects your organization’s values but shows candidates what they can expect if they take the role. If you’re communicative, friendly, open, and transparent throughout the search process, you demonstrate a workplace culture that appeals to candidates. Both sides of the search equation — the candidates and the organization — are auditioning for each other and need to present themselves in the best light.
The pool for top talent remains small and competitive. And on that note: The ‘unicorn’ candidate you’re looking for doesn’t exist. Set realistic expectations for your search; rather than seeking someone who checks off every box, be open to other ways a candidate might add value to your organization and look to prioritize what qualities are most essential. This may shift depending on the talents of your existing team.
Given this tight talent pool, our field needs to focus on internal leadership development. People are (finally!) starting to pay more attention to succession planning and growing internal pipelines, which is a great development — and sorely needed. The leadership gap isn’t just affecting zoos and aquariums, but all kinds of cultural institutions nationwide. We need to get ahead of this growing issue.
Boards need to broaden their awareness of the field and the organizational culture at hand. Having a deeper connection to the organization’s mission and values allows board members to participate meaningfully in the search process and work to secure a new leader who not only has the technical qualifications, but will prioritize a healthy culture.
The principles of diversity, equity, accessibility, inclusion and belonging still matter but are framed differently. Explicit DEAI language has diminished, but organizations still want leaders who care about and center those values. Canopy’s commitment to DEAI has not changed; we continue to conduct searches and broaden our talent network in an inclusive and forward-thinking manner, and look to elevate emerging leaders who may not be on the radar of some searches.
For candidates: ‘Soft’ skills are as important as experience. In our recent executive searches, we’ve seen a strong emphasis on people skills and relationship-building skills in particular: How successful will this candidate be at developing and maintaining relationships with staff, board, and stakeholders if they step into the role? How will they do as the ‘face’ of the organization?
The way you present yourself in interviews is important. You need to be able to demonstrate self-awareness, curiosity, engagement, confidence and those ‘soft skills’ from the start. Show your authentic personality; avoid framing the interview as a recitation of your resume.
How we found the right fit in our recently completed searches:
Delaware Museum of Nature & Science’s Executive Director: Mandy Santiago
The search for the Delaware Museum of Nature and Science’s next Executive Director was anchored in finding a successor who could honor a beloved leader’s legacy while leading with fresh energy and strategic vision. Mandy Santiago brought an ideal blend of deep fundraising experience, community engagement, and innovative leadership. Her success with multiple nonprofits and her fundraising acumen — combined with her collaborative, mission-driven style — made her the right fit to guide the museum into its next chapter with both respect and ambition.
Dallas Zoo’s Chief Mission Officer: Dr. Stephanie Allard
Filling the Chief Mission Officer role at the Dallas Zoo was no small task — it spanned animal care, veterinary, conservation, and education oversight, and came on the heels of several major leadership transitions. CEO Lisa New wanted a thoughtful and inclusive process, engaging staff across levels to ensure a strong cultural fit, and Canopy delivered. Stephanie Allard emerged (among a very competitive pool of candidates) as the right choice: a collaborative, data-driven leader with 25+ years of experience, known for uniting teams and advancing mission through strategic, evidence-based practices.
Mystic Aquarium’s VP of People and Culture: Austin Brown
Mystic Aquarium sought a candidate who could elevate both the technical and cultural aspects of its HR function — and that was Austin Brown. With over 15 years of experience in AZA-accredited institutions and a track record of modernizing HR systems, Austin brings strategic acumen and a deep understanding of zoo and aquarium operations. His passion for aligning people strategy with conservation mission made him an ideal fit to help realize Mystic’s renewed focus on workforce and culture, which was a key element of the organization’s new strategic plan that Canopy helped develop.
Learn more about Canopy’s search work here, and stay up to date on new opportunities here.
