Pasadena Playhouse’s Next Act

For more than a century, Pasadena Playhouse has brought people together through live theater. Today, Producing Artistic Director Danny Feldman is building on that legacy by reimagining what a regional theater can be for a new generation.

Founded in 1917 and designated California’s official State Theater, Pasadena Playhouse has helped launch generations of actors, playwrights and directors while serving as one of Southern California’s cultural landmarks. Yet Feldman believes honoring that history means continually evolving.

“Our job is not just to make theater for today,” he said. “It’s to ensure this place thrives for the next hundred years.”

That responsibility shapes nearly every decision the Playhouse makes, from selecting productions and developing new audiences to diversifying revenue and expanding educational programs. Like many nonprofit arts organizations, it must balance artistic ambition with financial sustainability while remaining relevant in an increasingly fragmented entertainment landscape.

Creating Theater for Today

Putting together a season, Feldman said, is “an art of its own.”

Every production must justify itself artistically while also making economic sense. This year’s lineup spans a rarely performed classic, a rock musical, a world premiere and youth programming designed to introduce children and families to live performance.

The common thread is relevance.

“When we look for stories to tell, we’re always looking for work that can galvanize people and bridge the gaps between them,” Feldman said. “Even when it’s a classic, we ask one question: Why does this matter now?”

For Feldman, the value of theater extends well beyond the final curtain.

“The best productions spark the conversation on the car ride home,” he said. “We’re not just sending people home entertained. We’re giving them something to talk about and a reason to feel connected.”

That philosophy has helped attract audiences beyond traditional theatergoers. New productions, youth programming and educational initiatives have broadened the Playhouse’s reach while strengthening ties with the Pasadena community.

Reinventing the Nonprofit Model

Like many performing arts organizations, Pasadena Playhouse has had to rethink how it operates.

Ticket sales alone can no longer keep pace with rising production costs, particularly in Los Angeles, where labor and operating expenses continue to climb.

Rather than relying on a single source of funding, the Playhouse has deliberately diversified its business model.

Education has become a significant part of its operations, with classes serving everyone from children to older adults. Scholarship opportunities help ensure access remains central to its mission, while a new bar and performance lounge will create additional programming and revenue beyond the main stage.

“We’ve built new revenue streams and programs that grow our audience and deepen our connection to the community at the same time,” Feldman said.

The approach reflects entrepreneurial thinking that extends beyond the arts: creating new ways to serve customers while strengthening long-term sustainability.

A Relationship That Keeps Pace

As the Playhouse expanded, its financial needs became more sophisticated.

In 2024, it selected East West Bank as its primary banking partner, moving its operating accounts and treasury management services while establishing a standby line of credit to support future growth. The relationship also helped the organization manage the operational transition after reclaiming ownership of its historic campus in 2025.

“What we were after wasn’t just a bank,” Feldman said. “We wanted a genuine relationship and a partner connected to our community in a deeper way.”

For David Haimovitz, First Vice President, East West Bank, the partnership reflects the Bank’s longstanding commitment to Pasadena’s nonprofit community.

“When organizations like Pasadena Playhouse need both sophisticated banking tools and responsive personal service, relationships matter,” Haimowitz said. “Our role is to help them focus on their mission while we support the financial side of the organization.”

Feldman said that responsiveness has made a difference.

“When you’re running an organization that moves as fast as we do, knowing there’s a real person who picks up the phone and understands who we are is what makes a partnership work, financially and personally.”

Looking Ahead

As Pasadena Playhouse enters its next chapter, Feldman sees opportunity despite the challenges facing regional theater.

Its audience continues to diversify. Educational programs are creating lifelong connections with future theatergoers. New productions are pushing creative boundaries while remaining grounded in stories that resonate today.

For Feldman, success ultimately isn’t measured only by ticket sales or critical acclaim.

It’s measured by whether people leave feeling connected.

“The relationship between our institution and our audience is deepening,” he said. “It’s a challenging but thrilling time for regional theater, and we intend to help redefine what an American theater can be.”