by Brian Statz & Lindsey Horan
In January 2026, Minnetrista Museum & Gardens entered a new chapter—one shaped not only by a thoughtful governance decision, but by the distinct personalities and lived experiences of the two leaders guiding it forward.
Under a newly adopted dual-leadership model, Brian Statz will continue serving as Chief Executive Officer, and Lindsey Horan has been named President. The model was initiated by Statz and developed in partnership with Board leadership as a proactive step to enhance Minnetrista’s capacity and sustainability.
“By intentionally sharing leadership at the highest level,” Statz shares, “we are better positioned to advance our mission and respond to the evolving needs of our community.”
The announcement reflects a new trajectory for Minnetrista. For Statz and Horan, it also reflects something more personal: a shared belief in the power of museums to shape communities—and individuals.
A Moment of Momentum
Statz joined Minnetrista in 2023 after 15 years at The Children’s Museum of Indianapolis, where he served as Vice President of Operations and General Counsel. He arrived with a reputation for tackling complex projects.
“When I arrived in 2023, Minnetrista needed my background of planning and accomplishing difficult projects,” he says. That work has included strengthening operations and elevating exhibitions, such as bringing Emmett Till & Mamie Till-Mobley: Let the World See to East Central Indiana. “Our visitors deserve exceptional experiences, and we can help provide those experiences.”
But Statz is equally clear that leadership evolves. “We are now at the point where a change in tone is needed,” he explains. “Lindsey’s promotion to President is the right move for Minnetrista. She has abilities I do not have, and together, I believe we can help Minnetrista continue to evolve and prosper.”
Horan’s path to this role has been rooted in Minnetrista itself. She joined the organization in 2019 as Vice President of Philanthropy and has served in a variety of leadership roles during her tenure. A graduate of the Indiana University O’Neill School of Public and Environmental Affairs and a Certified Fund Raising Executive, she describes her promotion as a continuation of years spent learning, building relationships, and taking on new challenges.
“I’ve built strong relationships with our staff and have had an opportunity to get to know so many amazing people in the Minnetrista universe who care for and support this work,” she says. “I hope to bring my past professional experience, my formal education, and all I’ve learned here to help catapult us into our next chapter.”
Shaped by Stories
Both leaders speak about Minnetrista’s future in strategic terms—expanded campus experiences, evolving exhibitions, and new ways to serve a modern East Central Indiana community. Yet the stories that have most shaped them are deeply personal.
For Statz, one of the most formative museum experiences occurred during a visit to the Louvre in 2000. In a gallery filled with enormous historical paintings, one small work in the corner stopped him: The Young Beggar by Bartolomé Esteban Murillo. The painting depicts a young boy alone, delousing himself while begging for food.
“It is a heartbreaking scene,” Statz recalls. What struck him most was its placement—intentionally positioned among grand depictions of sweeping historical events. To him, the message was clear: amid the biggest moments in history, we must not overlook those who are suffering quietly on the margins.
Horan’s defining museum experience came in 2012 at the Museo Tiflológico in Madrid. Designed for visually impaired visitors, the museum invites guests to explore exhibits with their hands. It features art created by blind artists and large, tactile models of global heritage sites.
“It was one of the most unique museums that I’ve ever visited,” Horan says. The experience challenged her understanding of access and inclusion. It also made her more aware of the responsibility cultural institutions have to broaden who can fully participate.
Those experiences—one emphasizing empathy, the other accessibility—offer insight into how both leaders think about Minnetrista’s role today.
A Shared Vision
Despite their different backgrounds, Statz and Horan articulate remarkably similar hopes for Minnetrista’s future. They want every visitor to feel welcomed, inspired, and connected. They want the Museum and Gardens to be known across the region and state for high-quality, must-experience offerings. They want to continue strengthening relationships throughout East Central Indiana.
Five years from now, success will not simply be measured in attendance or new amenities—though they hope for those as well. It will be measured in deeper connections, more inclusive storytelling, thoughtful stewardship of campus resources, and a reputation that reflects the region’s pride.
The dual leadership model is, at its core, an investment in people—both the leaders at the helm and the community they serve. With complementary strengths and a deep respect for the power of museums, Statz and Horan are guiding Minnetrista into its next chapter with both vision and heart.