I’m Bruce Wyman.
I’m a creative thinker and a problem solver, primarily for Museums.
I love working on hard and impossible ideas, finding a way to make them possible, engaging, and interesting. For the last twenty years I’ve been developing new kinds of technology-based experiences, doing high-level strategy, making stuff get done, and thinking deeply about the resulting experience. I work at the intersection of a lot of disciplines.
With my clients, I build trust and confidence. I listen thoughtfully and distill things down to their essence before advocating and implementing results. I’m one of those people that looks at that box that needs to be built and wonders why there’s even a box in the first place.
So, I’d love to hear what you’re up to and see if there’s a way we can work together.
During the last two and a half decades decades, worked on a wide range of consulting projects ranging from technology strategy to user experience and interface to exhibit design and development to application and website design and development. Broad experience-based background of strategy, implementation and development, installation, systems design, digital experiences, app development, and websites. Exhibit development for a variety of museums and exhibit design firms, including technical architecture, content development, and experience design. Museum Clients include Balboa Park Online Collaborative, Canadian Museum for Human Rights, Chrysler Museum of Art, Colgate University Museums, Cooper-Hewitt National Design Museum, Dallas Museum of Art, Great Lakes Science Center, Gulf of Maine Research Institute, Hatfield Science Center, High Museum of Art, MCA Chicago, Minneapolis Institute of Art, Monticello, Morse Museum of American Art, Museum of Science, Museum of Science and Industry, Nasher Museum at Duke University, New England Aquarium, Oregon Public Broadcasting, RISD Museum, Royal Alberta Museum, and Tate UK. Web clients include Harvard Magazine, Brown Alumni Magazine, Tufts University, Brown University, Harvard University Kennedy School of Government, and Dana-Farber Cancer Institute.
Part of the company’s senior management team, responsible for new business, strategic planning, staff leadership, and creative direction for many new projects entering the studio. Develop competitive proposals in response to client requirements, including creative approach, staff planning, scheduling, and budgeting. Work on a wide variety of projects in development with a focus on exhibit planning, space use, content, user experience, and overall direction. Lead design and development teams for early stages of project design and implementation across a wide range of media and platforms including interactive installations, exhibit spaces, websites, and mobile applications. Research and recommend new technologies as appropriate. Plan for longer-term company goals and develop internal teams in anticipation of future needs. Represent the company professionally through conferences, talks, and publications.
Oversaw all elements of the museum’s technology programs including long-term strategy, development, and implementation. This includes innovative gallery experiences, web-related activities both internal and external, technology infrastructure through the complex, business systems, fund-raising, and representing the museum as a technology leader in collaborations and conferences around the world. Actively involved in museum administration, program development, and exhibition review, strategy, and planning as part of the senior management team. The role is unique in leading a broad collaborative effort across multiple departments — education, curatorial, exhibition, and design — to champion and plan for emerging technologies, setting long term technology direction, and elevating staff proficiencies. As a result of this ongoing effort, technology has become an integral part of the museum’s practices and programs allowing the department to take an iterative and experimental approach to using technology ultimately leading to increased support and resources for the department in support of those goals. In addition to sponsoring technology efforts, also act as project and program manager, directly involved with implementation to keep projects on-time and on-budget. Created and led a cross-departmental web team focused on launching a variety of internal online services and a new public-facing website. Regular presenter and participant at museum conferences — AAM, MCN, and Museums and the Web (Program Committee, Best of the Web Judging).
Member of the core creative and management team for Nearlife, an MIT Media Lab spinoff specializing in creating breakthrough content and experiences for museums, trade shows, technology companies including online and broadcast. The company was unique in being focused on experience and storytelling while making an incredibly rich technology environment largely disappear for the user. The small startup environment required constant flexibility and agility in responding to the diverse needs of a wide range of clients from small museums to large multi-national corporations. Served as primary contact for museum clients, developing educational goals and informal learning approaches while fostering a collaborative partnership. Responsible for proposing, writing, and developing exhibit and installation projects. In addition to creative responsibilities across all of our projects, represented the company at conferences, and in partnership with the founder of the company actively led new business development. Managed teams of 5–20 people on projects ranging from $25K to $4M. Clients included Warner Brothers, Viacom, MTV, Nickelodeon, Oxygen Network, Museum of Science and Industry, Chicago Children’s Museum, Chicago Mercantile Exchange, Boston Museum of Science, and the Millenium Dome in the UK.
Responsible for Department of Interactive Technology, a new department with responsibility for advocating and developing the aquarium’s fledgeling website and in-gallery technology. Managed, designed, developed, implemented, and researched all new media and exhibit technology projects, including conceptual storyboarding, user interface, and content refinement. Provided oversight for outsourced technology projects and development as part of an ongoing $90M expansion which was ultimately shelved. Provided initial strategy and implementation of the aquarium’s first website and e-commerce strategies which required a new kind of multi-departmental collaboration and advocacy. Also part of the core exhibit teams developing exhibit content and design beyond technology integration. Provided internet and mac expertise. Applied broad experience in communication of complex ideas, interface design, user interaction, and reliability.
Part of the core team opening the $351M museum in Winnipeg, Manitoba. Scope of work included oversight of media and software development, technology construction, AV integration, audio engineering, equipment review and selection, universal access design,and experience review with selected media partners and developers. Co-developed a comprehensive Institutional Integrated Analytics approach for the museum post-opening. This included a deep review of existing data collection sources across the organization, analysis of their capabilities, and development of future analytics and evaluation plans based upon the strategic and tactical needs of the organization. more…
Conceived and worked closely with the senior administration to reinvent the Dallas Museum of Art’s membership program around an experience intended to incentivize engagement amongst visitors. Initial concept worked through details of feasibility, process, software review, and overall user experience. Continued with project oversight, staff training, and technical review through to launch in Mid-January, 2013
Led the design of a new orientation gallery for the Eiteljorg along with counterpart interactive installations to appear in the permanent galleries. An important part of the new gallery was a focus on space and the introductory pathway of visitors while creating a series of experiences that will help lead to a new visitor demographic for the museum.
For a $140M expansion of the museum, approximately doubling the size of the museum, responsible for designing, developing, and installing a variety of technology-based interpretive exhibit components, overseeing the entire technology and network infrastructure, and working with a wide variety of outside contractors on a tight timeline and budget.
B. Wyman, S. Gillam and S. Bahram, (2016) in Museums and the Web 2016 Proceedings. N. Proctor & R. Cherry (eds). Silver Spring, MD : Museums and the Web
B. Wyman, et al., (2015) MW2015: Museums and the Web 2015
Proceedings. N. Proctor & R. Cherry (eds). Silver Spring, MD : Museums and the Web
R. Stein and B. Wyman, (2014) MW2014: Museums and the Web 2014.
R. Stein and B. Wyman, (2013) In Museums and the Web 2013, N. Proctor & R. Cherry (eds). Silver Spring, MD: Museums and the Web.
B. Wyman and J. Forbes, (2013) In Museums and the Web 2013, N. Proctor & R. Cherry (eds). Silver Spring, MD: Museums and the Web.
B. Wyman, et al, (2016) Museum Computer Network Annual Conference, New Orleans, LA.
B. Wyman, et al., (2006) in J. Trant and D. Bearman (eds.). Museums and the Web 2006: Proceedings, Toronto: Archives & Museum Informatics, published March 1, 2006
With D. Bearman and J. Trant. (2005) D-Lib Magazine: vol.
11, no. 9.