This case asks students to consider how to prioritize goals when placed in a new leadership role. In August 2014, Meredith "Max" Hodges became the youngest Executive Director (ED) in the Boston Ballet's 51-year history. In her first year, she was able to claim several early wins, including key adjustments to ticket pricing, new hires, and updated marketing and box office data analysis. But at beginning of her second year, Hodges received disheartening news-a developer had purchased one of Boston Ballet's school locations and was planning to terminate Boston Ballet's lease. Hodges already had several major projects planned, including a major website overhaul and a revamped performance schedule. However, without a new school location, Boston Ballet's revenue would take a hit. Given Boston Ballet's limited resources and the urgency of the terminated school lease, how should Hodges reprioritize her plans for the upcoming year?