Meet Victor Patterson, Co-CEO and Chief People Officer, who joined Overture Center in April 2026. Before joining Overture, Patterson held senior HR leadership roles at Lowe’s, H.B. Fuller and The Home Depot, overseeing workforce planning, succession strategy and leadership development across regional and global teams. His career has focused on building inclusive cultures and strengthening employee engagement.
In a recent conversation, Patterson discussed what this role means to the future of Overture Center and the Greater Madison community.
Why did Overture add the new role of Chief People Officer (CPO)?
This executive leadership role was created to elevate the value of people as we continue to strengthen the organization and position Overture as an employer of choice, while deepening our responsibility to the Greater Madison community. The CPO leads the development of systems that support employee growth and stronger community connection. A central part of the role is listening to community stakeholders, understanding evolving needs and cultivating relationships with diverse organizations, educational institutions, businesses, nonprofits and civic leaders.
What is your goal as CPO?
My overarching goal is to make Overture Center a top employer of choice in the Greater Madison area. I’m building a People & Culture infrastructure that shapes how we show up as an organization by showcasing excellence internally and empowering employees to contribute to sustainable solutions. Above all, I want Overture to be a welcoming employer, one where diversity is visible and supported throughout the organization.
What are your primary areas of focus?
At Overture, supporting the arts must go hand in hand with reflecting the diverse Greater Madison community we serve. That starts internally by building a workforce that truly reflects our community. Another key focus is creating equitable, tangible access to the arts for everyone in our community.
How does this role set a strategic direction for the organization?
This role helps set strategic direction by making sure Overture’s people and culture are aligned with our broader goals. I work with the Executive Leadership Team to keep our strategy grounded in the needs of the community we serve, while also building the internal talent and support systems needed to bring that strategy to life. That includes creating an inclusive organization where employees can grow through coaching, skill-building and development, strengthening both our culture internally and our brand externally.
Why the move from “equity and innovation” to “inclusion, access and belonging” language?
Equity and Innovation are broad concepts that can apply in many settings, while Inclusion, Access and Belonging (IAB) names the behaviors and values we want to live every day. IAB shapes how we think about building teams and culture. It better reflects who we are and who we aspire to be, better aligning with the cultural beliefs that guide our work.
What are the rewards for this type of work?
One of the most rewarding outcomes is seeing employees grow into ambassadors for Overture—people who feel invested in the work and proud to represent the organization. On a broader level, the impact is even greater when our audiences and event participation more fully reflect the vitality of this community. When that happens, our teams benefit, Overture benefits and the community benefits.
What challenges do you foresee?
One challenge is rebuilding and sustaining community relationships, which takes time and intentional effort to do well. Another is building a People & Culture strategy, integrating it across the organization and allowing the framework to drive organizational success internally and externally. When employees are aligned, organizations thrive and the impact is felt broadly. This is what I aspire to achieve for our employees and the Greater Madison Area.
What actions are already underway?
Since joining Overture in April, I’ve spent time meeting people throughout the community. I’ve also held small-group listening sessions with employees to hear their perspectives and ideas. Those conversations are helping shape our People & Culture strategy and identify opportunities to strengthen how we support and develop our employees. As a member of the Executive Leadership Team, I’m also bringing a people-centered perspective to organizational planning and decision-making.
How will this role impact Overture and our community?
Everything we do at Overture is for and through people. As our community continues to grow and diversify, my role is to help ensure Overture remains a welcoming place for employees, artists, audiences and community members alike. By building a strong culture of belonging internally, we can better fulfill our mission of bringing people together through the arts and strengthening connections across our community.
What do you want to be known for?
For over 15 years, I’ve echoed that a strategy is a wonderful, functional document, but it means nothing if people are not engaged to drive the strategy. People are the heartbeat of every organization. I want to be known as someone who puts people first and brings communities together.
