At the end of the passing season we talked his visions, the Czech education system, as well as the difficulties he must face on the way towards a world-class company. When you became the director of the Brno ballet, what plans did you have in mind for the company?
What did you want to achieve? When I found out the second biggest company in our country is deeply underfunded, I was shocked. My goal was to build a European-level company, and so inevitably, these conditions must have changed. But we had improve almost everything.
I took over a company whose repertoire featured productions with an average lifespan of twelve years, in one case even forty years. Honestly, I was surprised Brno audiences were still faithful to ballet art. Of course, a lot. I wanted to hire an agent who would have acted on our behalf abroad. It would have been easier for us to travel. For example, it should be possible for the best students from the 7 th and 8 th grade to perform in our productions, provided they are chosen by a choreographer.
In addition, these students will almost certainly be offered a contract with the company as they know its repertoire and inner operation. Anyone can be admitted to a conservatoire, even those who are not talented, only to secure enough financial support for the institution.
It leads to producing graduates who register at the employment office right after finishing school. How is this project evolving? The junior company would dance primarily in classical titles or perform their own repertoire. In this way, young dancers would gain valuable experience, rehearsing every day with company dancers. After two or three years, they could join the main ensemble. I think we lack such a concept here, though it represents a natural transition between school and professional life.
