The Work of the Arts
Concerts may draw the crowds, but Executive Director Cyrus Pace says the Academy Center of the Arts’ greatest work happens beyond the stage.
By: Megan Williams | Photos Courtesy: Academy Center of the Arts
In an age increasingly shaped by algorithms, artificial intelligence, and digital experiences, places where people gather to create something tangible—or simply experience something together—feel more valuable than ever. It’s in this nuanced time, when we find ourselves scrolling our social media and questioning what is or isn’t real, that the arts community stands like a beacon of creativity and perhaps even a bit of resistance. And the Academy Center of the Arts is thinking carefully about how to sustain those experiences.
“The work of the arts is to bridge the gap between what we believe can change lives through experience and what the market currently believes it can support,” explained Cyrus Pace, the Academy Center of the Arts’ new Executive Director. Pace joined the performing arts center in early 2026, following 15 years at the Jefferson Center in nearby Roanoke.

Academy Center of the Arts Executive Director, Cyrus Pace
The Academy has had a long history in the Lynchburg community. First opened in 1905, the Academy (then called the Academy of Music) boasted clear sightlines and pristine acoustics—features that attracted touring acts from around the country. Today, the same can be said. The historic Academy theatre reopened in 2018, 60 years after its closure in 1958, to an extraordinary performance by legendary R&B and gospel singer, Mavis Staples. And the memorable acts have only continued. Since its reopening, locals and tourists alike have witnessed Old Crow Medicine Show, Ben Folds, Iam Tongi, The Temptations, The War and Treaty, and so many more. But Pace is quick to point out that concerts are only one piece of the Academy.
“It’s not unusual for a performing arts center like ours for the most visible thing to be the concert side of the business,” he said. “Everything from Old Crow Medicine Show or Amy Grant to touring versions of Broadway shows are more popular in every market, so they get more visibility.”
On any given day, whether the historic theatre is housing a live performance or not, artists and aspiring creatives move through the Academy’s doors. Some are learning pottery, painting, or drawing. Others are dropping off children for Academy Youth Theatre. Still others browse the rotating gallery beside the historic theatre. Beyond its downtown campus, the Academy is even extending its reach through Academy in Motion, a mobile arts initiative designed to bring creative opportunities to people who might otherwise never walk through its doors (meet the man behind the “Art Bus” on page 28).
But if you were to ask Pace, who is a lifelong jazz musician and arts leader, what it takes to sustain such a broad-reaching organization, the answer may be more pragmatic than poetic.
“All of the nonprofit arts sector exists under the tax code for education,” explained Pace, who approaches the arts with an economist’s appreciation. “I don’t see what we do as any different—it’s all about giving access to the community to experiences they wouldn’t otherwise attend.”

Ask Pace why access matters, and he will begin with budgets and strategic plans. But ask him about it again, and he will unequivocally tell you that it’s about the people.
It’s an easy distinction to miss.
While audiences often associate the Academy with headline concerts and touring productions, Pace sees every facet of the organization—from performances to classes—as part of the same educational mission.
The goal isn’t simply entertainment, it’s creating opportunities for people to discover something they might not otherwise encounter.
Pace’s perspective is shaped by an unusual career path. Before leading nonprofit arts organizations, he earned a master’s degree in jazz performance from Manhattan School of Music and spent time working on Wall Street before eventually leaving New York, as he puts it, “to figure out how to make the world around [him] better.” Today, alongside leading the Academy, he teaches arts administration and nonprofit leadership at Virginia Tech—a combination that helps explain why he speaks about creativity and economics with equal fluency.
“The finance gig was really administrative,” he said. “I worked on the trade desk supporting traders and analysts. All of the work that I have done is ultimately administrative—you’re figuring out how to get the right information to the right people.”
When Pace left New York, he landed in arts education.
Ask Pace why access matters, and he will begin with budgets and strategic plans. But ask him about it again, and he will unequivocally tell you that it’s about the people.

“I had a really good band director in high school who gave me opportunities to play a lot of gigs early in life—I did my first gig when I was 15,” he recalled. “Secondly and equally important, the dad of a friend of mine was a jazz record and book collector. He found out that I liked music and started to gift me a treasure trove of records and CDs on the history of jazz and the important players. The inherent mentorship that happens when there are older people who care about things that are beautiful and want to make sure other people care about those things and that they stick around—it’s invaluable. Our job is to ensure people have that type of access to the arts.”
In his first few months in his role, Pace has approached the task of ensuring people have access to the arts with an artist’s precision and an analyst’s acumen. Rather than delving right into strategies that worked during his tenure at the Jefferson Center or relying on lessons taught in his arts leadership classes, Pace has paused—he’s assessed what is working today and what can be improved upon tomorrow.
“Right now, I’m getting responses to a board and staff survey and a survey is going out to the community to ask a pivotal question—what programs do you want?” he explained. “We want to be celebrated for serving the community and for reflecting their interests. And we want to be clear on the micro and macro realities of doing that—what the market tells us about supply and demand. For example, we may want to book an artist four times a year but the market may not support that four times a year.”
Pace says the Academy is planning a three-to-five-year strategic plan that will be flexible and adaptable.
“The organization is well-positioned in terms of asset structure and quality of its spaces to continue to increase and expand what we do well,” he said. “If I had to crystal ball anything, I would say the next few years will encompass improvement, expansion, and prioritization.”
Whether that growth comes through larger touring productions, expanded youth programming, additional visual arts offerings, or initiatives like Academy in Motion, Pace hopes the Academy will continue doing what it has done for generations: create opportunities for people to discover something that changes them.
























