https://www.maggiehartnick.com/speaking daily 0.75 2025-11-12 https://www.maggiehartnick.com/speaking/sxsw monthly 0.5 2020-10-14 https://www.maggiehartnick.com/speaking/current-trends-in-cultural-participation monthly 0.5 2020-10-13 https://www.maggiehartnick.com/speaking/the-future-of-cultural-experiences monthly 0.5 2020-10-13 https://www.maggiehartnick.com/speaking/launch-of-culture-track-2017 monthly 0.5 2020-10-13 https://www.maggiehartnick.com/home daily 1.0 2025-11-20 https://images.squarespace-cdn.com/content/v1/5f7cead1be898c5db7ab4fd5/338790d8-02d9-4226-a1ec-8192250946b0/Maggie+Hartnick+10+21+25+DPorter+-27.jpg https://www.maggiehartnick.com/about daily 0.75 2025-11-11 https://www.maggiehartnick.com/contact daily 0.75 2020-10-19 https://www.maggiehartnick.com/services daily 0.75 2025-11-24 https://www.maggiehartnick.com/work daily 0.75 2025-11-13 https://images.squarespace-cdn.com/content/v1/5f7cead1be898c5db7ab4fd5/1602283538783-TWQCTJ3LM1MYF7RXP1CL/Rockwell+Group%2Blogo.jpg Work - Architecture & Design: Rockwell Group Positioning & Branding Maggie worked in-house at the architecture & design firm Rockwell Group for five years, helping to create a unified voice for stronger brand and messaging consistency and for greater narrative cohesion with clients across hospitality, entertainment, air travel, education, and more. This required crossing many departments: collaborating with design teams to articulate narratives for projects; developing the website, newsletter, and social media presence; working with clients and writers on press outreach; or helping to develop Imagination Playground, a non-profit dedicated to reimagining the future of child play. https://images.squarespace-cdn.com/content/v1/5f7cead1be898c5db7ab4fd5/1602283864334-BVZOA9FPROOZL2L8QT0Q/O%27Keeffe+Museum+logo.jpg Work - Visual Arts: Georgia O’Keeffe Museum Strategic Planning Positioning & Branding Since its founding over twenty years ago, the Georgia O’Keeffe Museum has expanded from a small, single-artist museum to a much more diverse and complex organization, encompassing the galleries in Santa Fe, the artist’s home and studio in the New Mexico desert, groundbreaking discoveries and intellectual property from its own research center, and expanded program offerings both on- and off-site—all lending a unique perspective to O’Keeffe’s life and legacy. As such, Maggie partnered with the O’Keeffe on a visioning project that would build on its progress over the first twenty years in order to dream and plan for the next twenty years of transformation. Through a series of iterative work sessions with leadership and Board, and extensive community research and benchmarking studies, we developed an Opportunity & Impact Assessment that both revealed the most powerful opportunities that the organization could pursue and prioritize, and articulated a new brand architecture and strategy that would better represent the broad impact of the organization beyond a typical museum. https://images.squarespace-cdn.com/content/v1/5f7cead1be898c5db7ab4fd5/1602283921153-1K3DWGQTJMM1AZS1NM6D/APMD+logo+cropped.jpg Work - Science, Nature, and Health: Anne Peled, M.D. Organizational Management Positioning & Branding This project was a remarkable opportunity to partner with a groundbreaking breast cancer surgeon and entrepreneur on her business and brand. With her unique training in conducting both cancer and reconstructive surgery at once, and her pioneering innovation in preserving the nerves while doing so in order to maintain sensation in the breasts, Dr. Peled is distinctly positioned to forever change the treatment and standard of care for breast cancer patients. Maggie tackled both the business- and brand-side of Dr. Peled’s multi-faceted enterprise by evaluating and maturing her organization and operations; building and designing a new brand strategy and website; recruiting new team members and consultants; evaluating and introducing new business systems and processes; and leading crisis management during the COVID-19 pandemic. https://images.squarespace-cdn.com/content/v1/5f7cead1be898c5db7ab4fd5/1602283451059-ZLP9Q0DH51253I5AYBWC/NHMLA%2Blogo.jpg Work - Science, Nature, and Health: Natural History Museum, Los Angeles County Strategic Planning, Positioning & Branding In this 2.5 year project, Maggie worked alongside the President, leadership, Board, and staff on an inclusive, insight-driven strategic planning, visioning, and brand positioning project for both the Natural History Museum and the LaBrea Tar Pits. The process was as important as the project, with iterative work sessions and interviews with staff, community leaders, and thought leaders that paved the way for cultural change, consensus building, and sweeping transformation and innovation. The result was a plan that cemented and accelerated steps to rethink the model and purpose of a natural history museum by embracing both natural history and living nature; focusing on both the natural and cultural worlds; and gearing up to reimagine the design and impact of the LaBrea Tar Pits in order to more powerfully tell the site-specific story of climate change and mass extinction in the context of the Pleistocene era in Southern California. https://images.squarespace-cdn.com/content/v1/5f7cead1be898c5db7ab4fd5/1602520748435-CZWS1IYFYHTI4ZYEAEM3/Culture+Track+logo.jpg Work - Thought Leadership: Culture Track As Managing Director of LaPlaca Cohen, Maggie scaled and transformed the Culture Track national research study into a cross-channel cultural platform that studies and forecasts the patterns of cultural consumption, and gathers thought leaders across industries to ideate around the future of culture in our world. The transformation of this initiative included developing a new brand, microsite, and content channels; in addition to presenting and moderating panels on the future of culture at national and international events, festivals, summits, and retreats. https://images.squarespace-cdn.com/content/v1/5f7cead1be898c5db7ab4fd5/1602283770731-V6RC4C0XCCAFN8HO8RIT/CalArtsLogo_Blue.jpg Work - Arts Education & Leadership: California Institute of Arts Strategic Planning Positioning & Branding As one of the most important and radical institutes of higher education in music, film, dance, theater, and visual art, CalArts wanted to boldly face the national crisis in higher education in order to ensure their ability to educate and train artists for many more years to come. Founded as a community of artists, they wanted to create a strategic planning process that was as inclusive and community-driven as possible, which led to a 2-year visioning project centered on insights and feedback from students, alumnx, faculty, staff, Board, community members, and thought leaders. What emerged from the process was a wide-sweeping Opportunity Assessment summarizing all the opportunities and challenges facing the institute; a newly developed mission statement and set of values; and Strategic Framework that prioritized particular goals and laid out a plan to realize them over the next 5 years.