James Abruzzo serves as managing partner of the global Nonprofit Practice, based in the firm’s New York, NY office. Read more >
James Abruzzo serves as managing partner of the global Nonprofit Practice, based in the firm’s New York, NY office. He has more than 30 years of experience as an executive search consultant to nonprofit organizations. His clients include mid-sized to large social service organizations, universities, arts/cultural, international relief, foundations and trade associations. In addition, James is a trained management consultant and is well-known for his work in executive compensation for nonprofit executives.
James is also co-director and co-founder of The Institute for Ethical Leadership at Rutgers Business School. This center hosts symposia and workshops for nonprofit leaders, operates a certificate program in nonprofit leadership, provides consulting to nonprofit organizations and conducts research on critical nonprofit issues. James also serves on the faculty of the Rutgers Business School.
From 1985 to 1990, James served on the graduate faculty of Columbia University and continues to lecture frequently at other major business schools in the U.S. and abroad. He is quoted frequently in industry publications like the "Chronicle of Philanthropy," the "Nonprofit Times," the "Art Newspaper," and has been interviewed on "All Things Considered," NPR's "Morning Edition" and "One on One with Steve Adubato."
Since 1997, James has served on the board of trustees for the Alvin Ailey American Dance Theatre Foundation and from 1998 to 2004 was the chairman of the board of Dieu Donne Paper Mill, Inc., a nonprofit, contemporary art publishing and creative visual arts organization in New York City. He also served as president of the board of the Staten Island Institute of Arts and Sciences. James holds a Masters and BA from Brooklyn College, and a MS from Queens College. < Read less
SPECIALTY PRACTICE AREA
LOCATIONNew York | North America
James Abruzzo: Related Material
June 2016 | White Papers
Insuring outstanding management leadership is arguably the single most important responsibility of the nonprofit board. The CEO, more than any other person or group, manages the financial affairs and shapes the programmatic vision that keeps the organization solvent, accessible and relevant. More >
April 2016 | White Papers
Recruiting and retaining a President is the major challenge facing the board of a zoo or aquarium. There are many factors that make the challenge even greater compared to a search for C-level executives in more traditional businesses; the zoo or aquarium board is responsible not only for the considerable physical assets and the health of the collection, it must also be concerned about sustaining the institution and insuring that the zoo remains accessible and relevant to the entire community. It must be remembered that the director is their representative guardian of the collection and is responsible for insuring that, ultimately, the zoo exists for the greater good. More >
June 2015 | Artnet News
Museum of Modern Art Reveals Glenn Lowry's Whopping $2.1 Million Pay Amid Staff Protest Over Benefit Cuts
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May 2014 | Big Think
"Good Artists Copy. Great Artists Steal.” Pablo Picasso said that. Or did he? Steve Jobs seemed to think so. In 1988, the Sydney Morning Herald quoted Jobs as using Picasso's line for inspiration while developing Macintosh. But further digging finds variations of the quote attributed to Igor Stravinsky, William Faulkner, and The Gentleman’s Magazine of 1892, among others. It's certainly ironic that this quote has been “stolen” by so many over the years. Who should it rightly be attributed to? More >
March 2014 | Artnet News
James Abruzzo, executive vice president and managing director of the nonprofit practice, weighs in on the compensation structure of big cultural organizations. More >
December 2013 | White Papers
Selecting the ideal director is the most important responsibility of the museum board. The best directors strengthen the institution, motivate the staff, energize the collections, encourage the board and change the community. The wrong choice is usually evident shortly after the director begins but ends after a year or two of angst, board disaffection, staff defection and loss of attendance and funding. More >
November 2013 | White Papers
The nonprofit board’s most important decision is hiring or extending the contract of the CEO. And for the prospective or sitting CEO, there is no more important decision than either accepting the position or extending its term. More >