Nick Mullikin, Artistic Director & CEO, Nashville Ballet

In an interview with Invest:, Nick Mullikin, artistic director and CEO of Nashville Ballet, highlighted shifting audience behaviors, strategic programming, and the importance of live music collaborations in shaping the company’s direction. “Ballet is no longer viewed solely as art for art’s sake, as it must resonate within the broader cultural landscape of Nashville,” Mullikin said. 

What changes over the past year have most influenced Nashville Ballet’s trajectory, and how have they shaped your vision and strategy?

Over the last few years, we have observed a significant shift in how audiences engage with our productions. They seek inspiration and meaningful connections, investing in experiences that align with their personal values. Ballet is no longer viewed solely as art for art’s sake, as it must resonate within the broader cultural landscape of Nashville. This shift has been gradual, but recently, we have noticed a trend toward single-ticket purchases rather than full-season subscriptions. This necessitates a strategic adjustment in our planning. As both artistic director and CEO, I must balance financial objectives with artistic ambitions, ensuring our programming appeals to audiences while sustaining the organization.

Nashville Ballet is celebrating its landmark 40th season. What do you see as the biggest accomplishments so far, and what makes it uniquely meaningful to the community?

In 2024, Nashville Ballet provided free arts experiences to approximately 24,000 individuals. We partnered with 40 metro Nashville public schools and offered a condensed Nutcracker experience to more than 2,000 students at the Tennessee Performing Arts Center (TPAC), featuring collaboration with the Nashville Symphony. Our community engagement efforts have long been a cornerstone of our mission, and post-COVID, we have successfully restored these programs to pre-pandemic levels while expanding their impact. For instance, we introduced a new initiative allowing students to attend full dress rehearsals with live orchestration, which is an opportunity that did not exist prior to my tenure. These programs inspire hope and creativity among young participants, reinforcing the importance of arts education. Additionally, as one of the 25 largest ballet companies in the United States, we continue to elevate our artistic profile while remaining deeply rooted in Nashville’s cultural fabric. This dual focus distinguishes us as both a globally recognized institution and a locally committed organization. Also, I would like to highlight that Nashville Ballet made its London debut in September 2024 and was represented in seven countries through competitions, judging, and performances, underscoring our international reach. 

How does being based in Nashville, a city renowned for its music scene, influence the ballet’s artistic collaborations and audience engagement?

If we did not embrace our role as Music City’s ballet company, we would fail to fulfill our potential. Audience feedback consistently highlights the importance of live music in our productions. There is an undeniable magic in dancers moving to live orchestration, which elevates the art form and deepens the emotional impact. This connection is integral to our identity and a key reason audiences return.

In what ways does the region’s rapid growth and changing demographics influence your decisions around programming, community engagement, and talent development?

Nashville’s evolving demographics present both opportunities and challenges. As new residents arrive from cultural hubs like Los Angeles, New York, and Chicago, their expectations for artistic excellence increase. To meet this demand, we have intensified international recruitment, attracting dancers from prestigious institutions such as the Royal Ballet in London and the American Ballet Theatre Studio Company in New York. Additionally, we have appointed two internationally acclaimed directors to lead our school, further elevating training standards. These efforts ensure that our performances feature world-class talent, aligning with the expectations of a growing, diverse audience.

What role do you believe the performing arts, and ballet specifically, play in strengthening Nashville’s identity as a cultural destination?

Cultural institutions are pillars of a thriving city. Without them, communities lose their vibrancy and appeal. The arts provide inspiration, reflect shared values, and foster a sense of belonging. Nashville Ballet contributes to this through productions like Nashville’s Nutcracker, educational programs, and community outreach. Our work underscores the importance of the arts in civic life. While patrons have demonstrated strong support, I hope corporations will increasingly recognize our value and invest in sustaining Nashville’s cultural legacy as a place for their employees.

How does Nashville Ballet balance the live theater experience with opportunities to reach broader audiences online?

I believe those two elements must go hand in hand. During COVID, we discovered how challenging it is to produce high-quality digital work, but we began that process. This past year, we were fortunate to participate in two or three digital projects. One involved creating music videos in collaboration with local musicians, allowing our ballet dancers to reach new audiences. Another was a partnership with the Country Music Hall of Fame, where our dancers performed in the Rotunda to celebrate Chet Atkins’ 100th birthday. That collaboration reached over 100,000 people. Additionally, during the pandemic, we filmed and produced Nashville’s Nutcracker, which aired on local television and was provided free to audiences. Interestingly, some feared this would reduce ticket sales for “The Nutcracker,” but the opposite occurred. The broadcast raised awareness, increased ticket purchases, and gave audiences a preview of what to expect. Balancing digital and live experiences remains an ongoing exploration, particularly in providing free content without devaluing the art form.

What trends are you seeing in arts funding and public-private partnerships in Middle Tennessee, and what new opportunities or challenges do they present?

Arts funding is always challenging and depends on the context. One positive development is the increased support from the state of Tennessee, for which we are deeply grateful. However, city funding through Metro Arts has been more difficult due to leadership changes and budgetary constraints, resulting in about a 50% loss of our funding from Metro Arts over the past few years. 

In the private sector, we have seen a national trend that is reflected locally, in which major donors have increased their contributions, but overall donor numbers have declined. To address this, we have intensified efforts to engage younger audiences, inviting them to experience ballet and understand its role in fostering community connection. In 2025, we doubled down on our investment in marketing to attract first-time attendees and encourage repeat visits, hoping to cultivate future supporters in the private sector.

What challenges or opportunities do you see in growing your donor base and ensuring sustainable funding for both the company and school moving forward?

Sustainable funding and attracting private sector donors are a frequent topic in our internal discussions. Nashville Ballet has experienced ups and downs over its 40-year history, and a key focus for us is effectively communicating our purpose, which is not just what we do but why we matter. For example, watching a child leave “The Nutcracker” with excitement and inspiration demonstrates ballet’s impact. It shows them possibilities beyond their immediate world, as they witness performers defy physical limits. This emotional connection is what compels support. We must articulate why ballet is essential to the community, emphasizing its ability to inspire and transform. It is not just about storytelling, but rather about demonstrating human potential and fostering hope.

As you look ahead to the next three to five years, what are your top priorities for Nashville Ballet and its role in shaping the artistic and cultural landscape of Nashville?

Nashville has grown significantly over the past five years, and we have expanded our budget by approximately 60% in the last three to four years. We aim to sustain this growth, particularly in ensuring our staff receive livable wages, allowing them to thrive in Nashville’s competitive economy. Another priority is increasing our community presence. We are excited about the Tennessee Performing Arts Center’s planned new space, which will enhance audience engagement. You will see more performances, a broader repertoire, and elevated talent on stage. In three to five years, I want Nashville Ballet to be recognized as a unique and aspirational institution, a place that tourists actively seek out, leaving them with an unforgettable experience. Our goal is to merge artistic and technical excellence with musical passion, creating performances that resonate deeply with audiences.

Lastly, I want to express my deepest gratitude to our funders. This organization thrives because of our community, and I am immensely thankful to them.