In the theater world, understudies often step into leading roles after refining their craft in supporting roles. At The Granada, several members of the administrative staff have followed a similar track, moving from entry-level roles into leadership positions at the historic venue.

“Promoting from within isn’t just a policy at The Granada, it’s a reflection of our values,” said Palmer Jackson Jr., Board Chairman and CEO at The Granada. “When we give people the opportunity to grow here, they bring that same dedication to every production, every patron, and every colleague they mentor in turn.”

Shawn Franklin

After studying theater in college, Shawn Franklin felt it was serendipity when he landed a part-time front-of-house assistant role in 2018.

“I knew this was a great way to get my foot in the door, but I never imagined that this is where it would lead,” said Franklin.

By 2025, Franklin was promoted to director of front-of-house operations. a role he helped define and encompasses not only front-of-house operations but also safety and hospitality.

“Each area has unique challenges, but they all work in tandem to make an evening a success,” explained Franklin. “When attending a performance, staff and patrons are all the same: everyone wants to have clear guidance, feel welcomed, and know that they are safe.”

To ensure this happens, Franklin prioritizes team training and clear, open communication.

“My approach has developed over the years to meet individuals where they are, get to know them, and figure out how we can develop their potential to get them to where they want to be,” he said. “A more dynamic and diverse team helps to make us stronger as a whole.”

Thanks to that training, his team is able to handle an inevitable hiccup that might happen during a performance.

“There are times when we are short-staffed, and I’m always impressed by how everyone steps up to meet this challenge,” said Franklin. “Despite our smaller numbers, our teams make sure that the patron’s quality of experience does not drop. There is a sense of camaraderie and adrenaline as we collaborate to get the job done. These are the shifts that could break someone, and consistently, I find that, with my teams, these are the nights that they are most proud of their work, and that I am most proud of them.”

When Franklin hires for the role he once held, he looks for individuals with strong communication skills, adaptability, and the ability to deal and perform well under pressure.

“Many of our managers started as front-of-house (FOH) assistants. To grow further in leadership, it simply takes time to refine those skills and have a desire to learn and improve,” said Franklin. “I’m always happy to foster career growth and provide the same mentorship I was afforded when I started at The Granada.”

 

Drew Davis

A live performance is meant to make an emotional impact. Theaters can go beyond that and make an impact on the community, as Drew Davis, Associate Director of Development at The Granada, has learned firsthand.

Davis began at The Granada in 2018 as a box office associate while a student at UCSB. With her background as a dancer, she was drawn to helping others experience live performances. After being furloughed during the pandemic, she briefly moved to Los Angeles, but returned to The Granada as its ticketing manager.

“Returning as ticketing manager was a completely different experience,” said Davis. “I came in with a strong foundation in ticketing and an understanding of our systems, but managing people and policies was entirely new. I learned a great deal and owe a lot to my team members at the time.”

As ticketing manager, Davis gained an intimate perspective on how patrons engage with The Granada and what drew them to the theater in general.

“I found myself especially passionate about making the arts accessible to those who might not otherwise have the opportunity to attend,” explained Davis. “That interest led me to get involved with the Community Access Ticketing Program, and it really solidified my belief that the performing arts should be for everyone.”

With a newfound passion for introducing the magic of The Granada to everyone, Davis moved to the development department in 2023 and into her current role as the Associate Director of Development in 2025.

“Drew’s transition into development is a testament to what happens when curiosity meets commitment,” said Ashley Dawson, Vice President of Marketing at The Granada and one of Davis’s mentors. “She came with no formal background in development, but what she brought instead, dedication, relationships, and a genuine love for this organization, has made all the difference. At The Granada, we believe some of the best talent is already in the room, and Drew is a perfect example of that.”

In development, Davis jokes that no two days are the same. Some days are spent preparing grant applications or connecting with supporters through communications, while others are focused on events and programming. But the overarching theme is always about connecting people to The Granada in deeper ways.

“It’s not just about fundraising, it’s about building a network of people who care about and believe in the impact of the performing arts,” said Davis.

For others looking to transition into new roles, Davis encourages them to learn as much as they can in every job.

“Every position offers valuable experience that can inform what comes next,” she said. “I feel much more equipped in my current role because of what I learned in each step along the way. It’s also important to be patient and to communicate your goals. Don’t be afraid to share your interests and ambitions with the people around you. You never know what opportunities might come from those conversations.”

At The Granada, Franklin and Davis aren’t the exception; they’re the expectation. In a world where recruiting outside talent is the norm, The Granada shows that its greatest resources are already in the building, learning, growing, and waiting for their moment in the spotlight.