MICHELLE
BYLOW
L E A D E R S H I P & I M P A C T
My career has taken me across multiple sectors, but the work itself has remained remarkably consistent. I am drawn to organizations facing growth, transformation, or instability and thrive when building the systems, teams, and strategies needed to move them forward.
BUILDING
Executive Director
RAW Artists Canada | 2015 - 2024
Initially hired by the U.S.-based RAW:natural born artists to manage the Toronto market, I later assumed responsibility for additional Canadian cities that operated independently under a contractor-based model.
As I expanded into new markets, I recognized that the existing structure wasn't designed for long-term growth. High turnover led to repeated training, inconsistent operations, and the constant loss of institutional knowledge.
Rather than continuing to scale an unstable model, I created RAW Artists Canada, bringing operations under one umbrella and building a permanent team, standardized systems, and a distinctly Canadian operating model.
SCALING
With a stronger foundation in place, RAW Artists Canada expanded from 3 to 10 cities across 5 provinces, increasing annual revenue by 50× while supporting more than 10,000 artists.
I built and led a team of 8 full-time employees and 50+ event-based team members, delivering 32 annual events that engaged 1,600 artists and attracted 28,000 attendees at their peak.
Growth also required continuous adaptation. I expanded major markets from one-day events into three-day experiences to increase capacity and developed an artist scouting methodology that was later incorporated into the company's software platform and adopted across U.S. markets.
REPAIRING
Executive Director
Central Okanagan Performing Arts Festival | August 2025 - present
I joined the festival during a particularly challenging period. Relationships within the performing arts community had deteriorated, sponsors had distanced themselves, and confidence in the organization had been shaken.
My first priority was to listen.
I met with performers, teachers, sponsors, board members, and community partners to better understand their concerns and identify opportunities for meaningful change. Those conversations became the foundation for rebuilding trust and creating a shared vision for the festival's future.
That approach led to the repair of relationships with both current and former sponsors, the recruitment of new community leaders to the Board, and the development of new partnerships that expanded programming beyond the traditional festival model.
Within my first year, participation increased by 30%, and I secured $47,000 in new funding to expand programming and increase direct support for performers.
STRATEGY & INNOVATION
CEO & Co-Founder
Public Display Agency | 2025–Present
Throughout my career, I repeatedly encountered the same challenge: exceptionally talented artists struggling to build financially sustainable careers. Traditional arts organizations often focus on a single piece of the puzzle. An exhibition. A workshop. A networking event. I believed the problem required a more integrated approach. I co-founded Public Display Agency to build an ecosystem that combined education, community, technology, partnerships, events, and innovative revenue models into one connected support system.
As the organization evolved, we made the strategic decision to narrow our focus from multiple artistic disciplines to visual arts. By specializing our programming, we were able to provide more meaningful professional development, stronger mentorship, and clearer pathways to career growth.
Today, Public Display Agency operates in 9 Canadian cities and has supported 611 artists through exhibitions, educational programming, professional development, and career-building opportunities. We have established 14 gallery partnerships, resulting in 35 artist placements and creating direct pathways to gallery representation. We have also developed new revenue models, including crowdfunding through the PDA Economy, revenue sharing through the PDA Payback Program, a free online learning platform, and an art-pricing tool designed to address one of the most persistent challenges facing independent artists.
RENEWAL
Executive Director
Literacy Society of the North Okanagan | January 2026 - present
I joined the organization during a significant leadership transition. Long-standing organizational leaders were preparing to retire, key funding was changing, and several programs faced uncertainty.
I recognized a vulnerable organization that needed stronger people, stronger programs, and a more sustainable path forward.
My response was to invest in people.
I expanded the team to preserve valuable expertise, strengthened the Digital Literacy program by reducing its dependence on a small number of volunteers, and realigned staff responsibilities to better reflect individual strengths and create greater organizational capacity.
At the same time, I focused on strengthening the organization's financial foundation through fundraising, donor engagement, and grant development while creating systems designed to support long-term sustainability.
The result has been stronger programs, increased learning opportunities, greater staff capacity, and a more resilient organization.
