GLAM Arts: Reimagining Arts and Culture Marketing from the Inside Out

GLAM Arts is helping cultural institutions rethink how they show up in the world—visually, strategically, and emotionally. In this conversation with Gary Gonya of the Toledo Museum of Art and Toby Barlow of Lafayette American, we get a behind-the-scenes look at how the practice came to life. With brand strategy, visitor experience, and community engagement working in sync, GLAM Arts proves that when marketing aligns with mission, the results go far beyond foot traffic—they transform perception, participation, and purpose.

The Origin of GLAM Arts and the Toledo Project
“This was a true passion project,” said Barlow. GLAM Arts was born out of Lafayette American’s work with Detroit cultural institutions and came to life in Toledo thanks to a shared vision. “They bought the brave work,” he said, crediting the museum’s director Adam Levine and Gonya for supporting bold, mission-aligned creativity.

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What Is GLAM Arts Really About?
Gonya, who returned to his hometown museum to lead brand experience, explained: “We wanted to bring together marketing, visitor services, the store, the café—all into one holistic experience.” GLAM Arts bridges strategic planning, brand, and visitor engagement. The goal? Translate mission into a welcoming, dynamic identity that serves both local and global audiences.

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Strategic Plans vs. Brand Strategy
Gonya clarified that strategic plans and brand strategy aren’t the same. “The strategic plan is the five-year roadmap,” he said. “Brand strategy helps translate that into communication and visual identity.” GLAM Arts specializes in turning institutional intent into real-world interaction—ensuring that transformation is both seen and felt.

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Why Cultural Institutions Need GLAM Arts
“There’s a post-COVID behavior shift,” Barlow explained. Attendance habits have changed, and institutions need help reconnecting with communities. “GLAM Arts gives us the chance to take our creative ambition and aim it at something culturally urgent,” he said. “This is about empathy, not just impact.”

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How the Community Responded to the Work
Gonya shared real results: “The staff saw themselves in the work. That energized them.” From there, things scaled outward—visitation rose 10% overall and 18% in the ethnically diverse neighborhoods near the museum. “The board, the staff, the public—everyone was aligned behind it,” he said.

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The Advertising vs. Arts Communication Challenge
“There’s always been this tension—curators are seen as pure, marketing as impure,” Barlow said. GLAM Arts succeeds by listening, not pushing. “You earn trust by building carefully,” he added. Gonya noted a shift: “There’s a new generation of museum leadership that understands the power of brand, data, and marketing.”

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Advice for Cultural Institutions on Where to Start
When asked what he’d tell museum leaders unsure about investing in marketing, Gonya was clear: “Start by asking: Has your mission been translated into a brand and marketing strategy?” Then: “Do you really know your audience?” GLAM Arts starts with these questions—turning insight into strategy, and strategy into growth.

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Why GLAM Arts Is a Rare Opportunity
“People like Gary don’t often come back,” Barlow said. “He’s got decades of brand experience and now deep institutional understanding.” That combination of empathy and efficacy, paired with Lafayette American’s creative resources, is what makes GLAM Arts unique. “We’re not just talking theory—we’re executing meaningful change.”

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Expanding Cultural Conversations
As GLAM Arts looks to the future, Gonya pointed to underrepresented areas—like Latin American Indigenous art—as opportunities for institutions to expand narratives and representation. “There’s still a lot to discover, and it’s our job to help surface that,” he said.