By Dave Cucchiara 

Communications & Program Associate

David Tamaki’s relationship with New Jersey Ballet began in 1987 when he was just five years old, auditioning for a role in The Nutcracker at what was then called the John Harms Theater in Englewood, NJ. Nearly four decades later, he leads the organization as Executive Director — a remarkable journey that exemplifies his resilience and dedication to the art of dance.

What began with a few childhood performances morphed into serious training when Tamaki officially joined the New Jersey Ballet School at the age of seven. His talent and commitment led him to join the company as a professional dancer in 1999, where he performed for eleven years until an abrupt career-ending injury in 2010 changed his trajectory, but not his outlook.

Rather than letting this setback derail his career in dance, Tamaki forged a different path forward within the organization he had called home for more than two decades. The founder offered him an administrative assistant role, recognizing his passion and deep understanding of the ballet’s mission and operations. After completing his master’s degree at Columbia University, the board promoted him to Director of Advancement in 2015, where he focused on grant writing and fundraising. His leadership capabilities soon became evident, and by 2021, he was named Managing Director, followed by his appointment to Executive Director in 2023.

“As a person who studied ballet, I’ve seen so many collogues and students who have gone on to other careers,” said Tamaki. “Ballet instills a high level of discipline and attention to detail, which allows for assessing scenarios in alternative ways. I’ve seen so many people go on to other professions, including the medical and legal fields. Those attributes indirectly apply to other professions, and dancers bring a very different perspective to their fields. Seeing future generations experience success — whether they take those attributes to other professions or pursue dance professionally — is what keeps me connected to ballet.”

Under Tamaki’s leadership, New Jersey Ballet has experienced significant growth and transformation. The organization has successfully evolved from its founder-driven origins to operate under the clear artistic vision of new Artistic Director Maria Kowroski, who joined the organization in 2021. This shift required expanding internal capacity and implementing more sophisticated operational structures to serve the community better.

The numbers speak to this success: New Jersey Ballet recently moved into the top 50 dance organizations in the country based on organizational size, according to the Data Arts Dance Project. The company has expanded from ten to fifteen performances of The Nutcracker since 2021, with shows consistently selling out at the Mayo Performing Arts Center, where they established a residency shortly after Kowroski’s arrival.

Tamaki attributes much of the organization’s recent growth to changing audience preferences following COVID-19. “People like things that are local,” he said, noting how audiences have gravitated toward high-quality programming in their own backyard, rather than traveling out of state. This trend, along with Kowroski’s strong artistic programming, has benefited New Jersey Ballet’s mission to establish state pride around local arts organizations.

The ballet’s educational impact remains central to Tamaki’s vision. Founded in 1953, the school continues the founding philosophy of “first a school.” Students who begin at age four often return decades later with their own children, while others have advanced to other prestigious companies like New York City Ballet, American Ballet Theatre, and Broadway productions. New Jersey Ballet School is now led by former Royal Ballet dancer Martin Harvey (Associate Director). He brings a wealth of knowledge to the school and has structured a path for everyone who wants to learn or seek a career in dance.

Looking ahead, Tamaki sees tremendous potential for growth. The organization is exploring partnerships to expand dance programming in other communities including Newark, and working to take New Jersey Ballet beyond state borders to achieve national and eventually global recognition. These ambitious goals reflect his understanding that the arts serve as both economic drivers for communities and essential cultural touchstones for future generations.

“The children today in education programming are your future patrons,” Tamaki said. “If we don’t have the opportunity to educate them and make them appreciate the arts, they’re less likely to participate in the future.”

His journey from five-year-old performer to executive leader demonstrates how deeply the arts can shape a life — and how one person’s dedication can elevate an entire organization while preserving access to transformative experiences for countless others.