ABOUT

 

About EGGTOOTH

Eggtooth productions is a non-profit theater company with the mission of creating, presenting, and producing high quality theater arts that engage, challenge, and entertain audiences. WE have a ten-year history of commissioning new work that addresses social challenges and tells the stories of neglected women in history. The success with The Captivation of Eunice Williams that premiered in 2004 and toured Europe and Canada and was performed in co-operation with Glimmerglass Opera and at the Smithsonian Institution was repeated with a Mass Humanities funded commission, TRUTH, an opera about the life of Sojourner Truth. Truth was seen by more than 2400 audience members, selections broadcast on WGBY, performed at the New York International Fringe Festival, and accompanying education programs were enjoyed by youth throughout Western Mass. 

WHO, WHAT & WHERE

 
 
 
 

we believe

in our mission of creating, presenting & producing high quality theater arts that engage, challenge, & entertain audiences

This is Eggtooth

Linda McInerney

Artistic Director of Eggtooth Productions, formerly Old Deerfield Productions, is also the Commissioner, Director, and Producer of Frankenstein, MY BRONX, The PASS, Truth, captivation of eunice williams  and more. Linda has been working professionally in the theater for over forty years as an actor, director, teacher, producer, and artistic director.  She has an MFA from the University of Massachusetts and a BA in Theater and French from Middlebury College. She also attended the National Shakespeare Company Conservatory. 

Press

"We want to create place, to enhance place, to call attention to the beauty of Greenfield and the excitement of Greenfield, with what happened in the past and can happen in the future, to build a resonance of place through creative acts," — The Recorder

"The commission of the reimagining of Mary Shelley’s Frankenstein by Lindel Hart, of Greenfield, in the former First National Bank building, was very much a piece of theater about place as a reflection of the philosophical themes at the center of the literary work. Hart’s adaptation made thoughtful use of the grand and torn cavernous space, simultaneously bringing in an audience for a gripping piece of theater and nudging interest in the building itself. That production went on to the Edinburgh Fringe Festival in 2015, where it earned high praise." — Take Magazine

"It will feel like a choose-your-own-adventure story that offers both intimate and grand experiences, each waiting to be discovered by an audience member,” Bechtold said. “I hope to bring in audiences that have never had a good opportunity to fall in love with Shakespeare’s words and storytelling — this production is especially for them." — Daily Hampshire Gazette

Our board of directors:

Emma Ayres, Turners Falls, MA, artist https://oldflame.bandcamp.com/

Terry Jenoure, Northfield, MA, artist and educator

Jane Williams, New Salem, MA, Social Worker, Clerk

John Bechtold, Montague, MA, Theater teacher, Amherst High School

Tim Fisk, Hatfield, MA, Director of Marketing, Take Magazine, owner Salon herdis, Treasurer  http://www.salonherdis.com/

Janet Lowry, Sunderland, MA, Freelance Marketing Consultant

Rachel Blain, Deerfield, MA, Eaglebrook School https://www.eaglebrook.org/page

Connie Cappelli, Amherst, MA, Career Counselor

Linda McInerney, Greenfield, MA, President and Founder

Mary Cohn, Greenfield, MA, Realtor  http://www.cohnandcompany.com/

Joe Dulude, II, Greenfield, MA, artist http://joedulude2.com/

Strategic Plan

In the spirit of transparency we share with you the Eggtooth Productions' Strategic Plan 2016-2020 

 Our Overall Strategies

In the next few years Eggtooth Productions expects to grow organically and focus on four strategies:

•       Incubate new work, nurture talent, grow artists and audiences, lift cultural discourse, and creative economy.

•       Build administrative capacity in order to continue our legacy through the Hollywood model and increased dedicated funding. 

•       Choose partnerships with discernment to make sure that the relationships serve our mission.

•       Manage our growth while maintaining trust. 

Our Values

We are FIERCE, flexible, nimble, nomadic, cowgirl, guerrilla, ossification averse, self-reliant, itinerant, joyful!

•       We take great care in curating, commissioning, and producing work that carries our values and is aligned with our mission.

•       In every way our work is collaborative and our relationships build trust and value that expands with time. 

•       We are committed to growing theater, cultural community, talent, and audiences. 

•       What we do is grounded in our community and reaches out around the world.

Our Long-range Goals

Build the legacy of Eggtooth for the future in the following categories:

1. Theater Arts.

Maintain and expand our collective leadership and business model.

•    Catch up with Eggtooth’s artistic success and growth through new systems and partnership.

•    Find exciting new ways to incubate new work, recognizing artistic merit, growing and launching artists for the community. Share that work, as is appropriate and possible, with the wider world.

2. Community Education  

Continue to manage and grow the Summer Program for Children at Eaglebrook School. It works great.

3. Community Development 

•   Continue to work with local business and civic leaders to stimulate creative economic development in Greenfield and Franklin County.

•   Continue to nurture our relationships in the following sectors:  Financial, Municipal, Arts Institutions, Artists, New Friends, Cultural Leaders, Academic Institutions, and Business Leaders. Maintain diplomacy and redirect those who are not a good match fit with the greater theater community.
4. Eggtooth Capacity 

If we are to maintain Eggtooth in the long run we need to build funding to create a paid position for the Artistic Director.

•    Governance. The Board’s purpose is to champion the Mission. The Board’s role is not to approve the programming. The Board may overrule Linda when something does not make fiscal sense.

•    Board and volunteer staff sustain programs and operations with a collaborative, people-powered business model that taps the generosity and creative energy of the community.

•   Expand the ways that we fund projects. Linda would like to move beyond simple “spaghetti throwing”. Innovation in fundraising is suggested.  

•   Avoid dependency on institutional funding. We don’t want to ever be beholden to another institution’s agenda and want to always be free to create what we think is important.

•   Create a budget line of 1/3 the total to set aside for future funding for an Artistic Director.

OUR DREAMS:

INCREASING COLLABORATIONS AND THE JOYS OF WORKING INTIMATELY IN THE EXPANSIVE GEOGRAPHICAL WORLD CLASS ARENAS AND IN LOCAL ABUNDANCE THROUGH INTERNALLY AND EXTERNALLY GENERATED PROJECTS: the ideas of Curating, Collaborating, Commissioning in a variety of ways like Double Take, like Full Disclosure, like the Water Project and more.

DISRUPTING: discovering and communicating new models of organization, the Hollywood model versus the Industrial model. Holocracy in action.

 

 
 

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