A play developed at the Hanover Theatre is likely headed to Broadway, and president and CEO Alan Seiffert said the project reflects a broader strategy.
A play developed at the Hanover Theatre is likely headed to Broadway, marking a major milestone for the downtown venue. President and CEO Alan Seiffert said the project reflects a broader strategy: positioning the Hanover not just as a stop for touring productions, but as a place where new work is created – all while navigating a challenging financial landscape.
How did this Broadway project come together?
We launched our first playwright residency last year with Jamie Wax, who had worked with us on a production of “Doubt.” He’s a brilliant writer, and he wanted to spend more time in Worcester developing his next play.
Out of that came a play called “High Risk Ward.” We did a reading of it here about a month ago, and it’s turned into something really special. We’ve now optioned it with partners to take it to Broadway. The next step is another reading in New York for industry audiences, likely with well-known actors, with the goal of moving it toward a full production. For us, it’s a pretty big move and a very exciting one.
What does this mean for the Hanover Theatre?
At its core, it helps define who we are becoming. We want to be a place that builds relationships with top-tier writers, actors, and directors. By investing in someone like Jamie and helping shepherd a project from Worcester to Broadway, we’re showing this can be a home for creators.
From a reputational standpoint, it puts us on the map in New York and in the broader industry. We’re already known as a premier venue for touring Broadway and other performances. This expands that identity to include developing new work.
If a project like this succeeds commercially, there could be financial benefits, but that’s not the primary driver. The real goal is to attract more creators to Worcester and to establish that pipeline.
How does artistic ambition fit with the business realities?
The arts are in a challenging moment right now. We came through COVID in a relatively strong position compared to many organizations. A large portion of our revenue comes from ticket sales, which gives us a level of stability others don’t have. But like most arts organizations, we’ve had deficits as expenses outpaced revenue.
We’re working toward a break-even budget. We’re in a good position overall, but the environment is tough. Government funding has shifted dramatically, and philanthropic support has changed as well. There’s a lot of pressure across the industry.
What are your biggest challenges?
The cost for people in our community to attend live performances has gone up, and that’s something I think about a lot. The other is relevance. Our competition isn’t just other theaters. It’s everything competing for people’s time, especially screens. We have to make sure we’re engaging the next generation and giving them reasons to choose live experiences.
That’s something that absolutely keeps me up at night.
How have you evolved the Hanover since you became CEO in early 2025?
When I came in, I was attracted to the fact that this wasn’t a startup. It’s a strong organization with a great team and a solid foundation. I think of us as moving from that early growth phase into something more mature, like a teenager figuring out what’s next. My job isn’t to fix things, but to build on what’s working, remove obstacles, and help the organization grow.
A big part of that is shifting our focus toward relevance, making sure everything we do connects with the community in meaningful ways.
What attracted you to this job?
I’ve always loved theater and storytelling, but I’ve also been deeply interested in the business side of media: how projects get made, how deals come together, how organizations operate. This role brings those things together. It’s about finding great stories and bringing them to life, but also making sure the organization is sustainable and serving its mission.
That balance between art and business is really what drew me here.
What are some of your highlights?
Expanding our programming to reach different audiences. We introduced more professional dance programming. There’s a strong dance community here, but not a lot of opportunities to see that level of performance locally. Seeing the audience response, especially from younger attendees, has been really meaningful. I remember a young girl telling me she had never seen performers on stage who looked like her. That’s exactly why we do this.
Another highlight has been attracting talent like Jamie Wax, who chose to come to Worcester to write. That’s a signal we’re resonating beyond the city.
This interview was conducted and edited for length and clarity by WBJ Editor Brad Kane.
