Consultant, strategist, and CJAM Consulting Principal Candace Jackson joins Cultural Catalysts for this season’s final episode to trace how an operations and HR leader inside arts organizations became a designer of what she now calls “executive management consulting.” She shares how believing in serendipity and deja vu as confirmation helped her recognize when she was on the right path, including the “accident” of shortening her too-long business name—Candace Jackson Arts and Management Consulting—into CJAM at a client’s request so it would fit on a check. Candace unpacks early missteps in setting her hourly and day rates based on her last salary, before realizing she needed to price in overhead, insurance, and employer taxes, and reflects on being repeatedly tapped as an interim executive director by boards navigating leadership transitions.
Consultant, strategist, and CJAM Consulting Principal Candace Jackson joins Cultural Catalysts for this season’s final episode to trace how an operations and HR leader inside arts organizations became a designer of what she now calls “executive management consulting.” She shares how believing in serendipity and deja vu as confirmation helped her recognize when she was on the right path, including the “accident” of shortening her too-long business name—Candace Jackson Arts and Management Consulting—into CJAM at a client’s request so it would fit on a check. Candace unpacks early missteps in setting her hourly and day rates based on her last salary, before realizing she needed to price in overhead, insurance, and employer taxes, and reflects on being repeatedly tapped as an interim executive director by boards navigating leadership transitions.
Candace’s experiences clarified that she no longer wanted to stay inside the organizational frame permanently and instead wanted to enter as an external partner who can stabilize, support, and then step back out through CJAM’s executive management consulting model—combining interim leadership, executive searches, and deep partnerships with leadership teams. Throughout the episode, Candace talks about naming and claiming her lane, treating “accidents” as alignment, and building a consulting practice that centers clarity, structure, and care for the people doing the work.
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