86/ 100
WarmTier 2Enriched
Connecticut Science Center
A nonprofit, ticketed science attraction in downtown Hartford serving families, schools, educators, and statewide STEM programs.
Research snapshot2026-08-2123 cited sources · 3/6 modules complete Open PDF Report
ICP score86/1002026-08-21 · Warm, Tier 2; evidence supports a pilot after inventory and budget validation
Cumulative visitors5.0MThrough 2025-08-15 · Owned first-party cumulative visitor milestone
FY2025 revenue$12.74MFY2025 · Filed operating-scale indicator
2024 people inspired247K2024 · Owned first-party on-site and off-site impact measure
LinkedIn followers2,7792026-08-21 · Current visible official-company audience snapshot
Visual evidence profile
What supports the opportunity
Source composition and verified operating momentum at a glance.
Evidence mix23 cited sources
Six-segment module readiness strip
Verified growth trendTotal revenue
FY2024 revenue rose 29.8% from FY2023; FY2025 then declined 9.2% year over year but remained 17.9% above FY2023.
Visual intelligence map
Research coverage
Each branch maps directly to a required module in the plugin’s canonical report schema.
Why this lead fits CTM
The lead clears the locked CTM threshold on visitor intent, Northeast attraction fit, current campaigns, organizational capacity, buyer reachability, growth activity, and a trackable ticket path; incomplete inventory and budget evidence prevent a hot rating.
Fit reasons
A ticketed Hartford attraction with more than 165 exhibits and five million cumulative visitors has a direct visitor-conversion use case.
The current exhibit and event calendar supplies timely, concrete creative hooks rather than a generic awareness brief.
CTM describes distribution across attractions, hotels, visitor centers, airports, and travel corridors, which is directionally aligned with the Science Center's audience-acquisition need.
Risks and unknowns
Public pages do not confirm an approved media budget or the internal authority sequence for a brochure-distribution purchase.
CTM's public pages do not prove an available Hartford or Connecticut location package, so geography fit is not scored at full points.
Evidence modules
Lead intelligence structure
Each module uses a view tailored to its canonical evidence type—reports, momentum, channels, leaders, roles, or demand.
01Analyzed reportsThe first-party 2024 impact scorecard, FY2023-FY2025 filings, and the ten-year vision collectively establish material audience reach, financial scale, digital readiness, and a funded growth agenda, while leaving visitor-acquisition spend undisclosed.Complete
Reported Performance11 verified metrics
Annual economic impact to Connecticut$17.02M2024 · First-party modeled impact claim; not treated as audited revenue
People inspired247K2024 · Owned audience metric
Member households5,6832024 · Owned membership base
Student-program participants63,4572024 · Owned education-program volume
Website page views1.7M2024 · First-party digital engagement
Social impressions17.8M2024 · First-party annual channel aggregate
Reviewed Reports3 records
Impact results · 20242024 Results by the Numbers
A first-party one-page scorecard covering audience, education, membership, digital engagement, and a modeled Connecticut economic-impact claim.
IRS nonprofit filing · FY2023-FY2025Connecticut Science Center Form 990 series
Digitized nonprofit filing data covering revenue, expenses, net assets, revenue mix, and named officers.
Strategic announcement · 2024-2034 visionFifteenth anniversary and ten-year vision
A first-party description of a planned $20 million investment agenda spanning exhibits, facilities, programs, digital engagement, sustainability, governance, and financial strength.
The scorecard reports 247,000 people inspired in 2024 and 4.9 million since opening.
The scorecard reports visitors from all 50 states plus DC and Puerto Rico, but provides no origin shares.
The scorecard reports 92.9% positive staff interactions and 95.5% education quality.
Additional Evidence16 items
Additional Metrics
FY2025 revenue$12.74MFY2025 · Filed total revenue
FY2025 expenses$12.53MFY2025 · Filed total expenses
FY2025 net income$0.21MFY2025 · Filed annual surplus
FY2025 net assets$115.46MFY2025 · Filed ending net assets
Planned ten-year investment$20.0MVision announced 2024 · Planned investment, not current spend or available media budget
Additional Signals
The report emphasizes statewide STEM access, visitor experience, career connections, memberships, and digital engagement.
The report is a first-party impact scorecard and does not describe assurance, attribution methodology, or advertising expenditure.
Revenue moved from $10.80 million in FY2023 to $14.03 million in FY2024 and $12.74 million in FY2025.
Program-service revenue increased from $2.84 million in FY2023 to $3.10 million in FY2024 and $3.32 million in FY2025.
FY2025 contributions were $7.50 million, or 58.9% of total revenue, indicating meaningful dependence on a variable funding stream.
The filing does not isolate marketing, media, visitor-acquisition, or print-distribution spend.
The ten-year vision described $20 million of planned investment, with $10.7 million approved by the State and $5.06 million additionally raised as of the July 2024 announcement.
Digital priorities included a new mobile platform and future augmented-reality features; the later five-millionth visitor release states the mobile-first site had launched while AR remained planned.
The six stated pillars were visitor experience, STEM and careers, digital engagement, sustainability, governance, and financial strength.
The announcement is a forward plan; it does not establish completion timing or remaining unallocated funds at the 2026 snapshot.
Research Boundaries
No audited financial statement, media plan, campaign budget, or channel-attribution report was located in the checked public sources.
02Growth signalsGrowth is operationally active but financially mixed: program-service revenue increased through FY2025, while new exhibitions, facility investments, and multi-year sponsors create present campaign capacity despite lower FY2025 total revenue than FY2024.Complete
Sharks opened in May 2026 as a limited-time traveling exhibition and remained featured on the current visit page at the snapshot.
KidSpace Outdoors opened in July 2026, doubling the size of the early-childhood experience for its seasonal late-spring-to-early-fall period.
A sponsored Innovation Lab launched in March 2026 during a STEM showcase for more than 500 middle and high school students.
Aetna became cornerstone sponsor of STEM Career Connections through 2030, adding a multi-year corporate-partnership signal.
Additional Evidence5 items
Additional Signals
The October 3, 2026 gala was actively selling tickets, tables, and sponsorships as of the June announcement.
A 6-8 week, campaign-bounded visitor-discovery test is more proportionate than a large annual commitment while revenue and campaign timing remain mixed.
FY2025's 9.2% revenue decline and 58.9% contribution share argue against assuming expanding discretionary media spend.
The end date for Sharks was not stated on the checked pages, so remaining campaign runway must be reconfirmed before creative is printed.
Research Boundaries
Public announcements describe launch dates and partnerships but not incremental attendance, conversion, or financial return from each initiative.
03Social activityThe official LinkedIn page shows an active institutional narrative around the gala, visitor offers, venue rental, youth innovation, partners, and STEM careers; exact current cadence and post-level engagement remain incomplete because LinkedIn exposes relative labels and inconsistent metrics.Partial
Additional Evidence3 items
Additional Signals
The company page was using social to promote gala tickets and sponsorship, a 20% early-booking venue-rental offer, KidSpace, and Sharks.
Sampled updates visibly credited corporate and foundation partners, consistent with the partnership-led funding model shown elsewhere.
Research Boundaries
Only LinkedIn yielded a stable public sample; current Instagram, Facebook, and other channel metrics were not used, and LinkedIn did not consistently expose exact timestamps or engagement totals.
04C-suite activityCurrent public sources establish a clear CEO, marketing buyer, visitor-experience stakeholder, and new board chair; public authority, budget, and procurement details remain undisclosed.Partial
President and CEOMatt Fleury
Position the pilot as measurable access to in-market families that extends exhibit and partner-program reach.
Vice President, Marketing and Digital ExperienceSean Nadeau
Lead with a two-creative, cluster-coded pilot and a concise attribution plan tied to the existing ticket path.
Vice President, Visitor Experience and Public RelationsPatricia Faulds
Invite validation of audience promise, visitor FAQs, and fulfillment implications before creative approval.
Board ChairDavid Glidden
Escalate to board-level relevance only if a validated pilot becomes a multi-partner statewide program.
Decision PathPublic buying signals
David Glidden was elected board chair on January 22, 2026, succeeding Len Wolman.
Visible priorities center on statewide STEM access, workforce pathways, sponsor collaboration, exhibit innovation, and Hartford's innovation economy.
Potential executive sponsor for a broader statewide or partner-supported visitor-discovery pilot.
Additional Evidence7 items
Additional Signals
His public remit spans marketing, digital experience, media, exhibition communications, and brand.
Most plausible initial evaluator and operational buyer for a campaign-specific CTM test.
Her filed title indicates responsibility spanning visitor experience and public relations.
Likely operational stakeholder for host-message fit, on-site guest experience, and visitor feedback; internal authority is unverified.
The chair announcement emphasized partnerships, impact, and expanding reach.
Governance stakeholder only for a strategically significant or sponsor-linked expansion; not the recommended first contact.
Research Boundaries
No reviewed public source confirms internal budget authority, approval thresholds, procurement steps, or executive tenure start dates.
05Hiring activityThe public hiring evidence shows a recently promoted Exhibit Lead role supporting exhibit uptime and upgrades, but the ATS did not expose a complete current list and the role's open/closed state could not be confirmed.Partial
1Visible RolesPublic openings connected to this lead
Exhibits · Hartford, CTExhibit Lead
The official company post described supervision of daily exhibit operations plus exhibit maintenance, troubleshooting, upgrades, fabrication, electronics, A/V, programming, and mechanical systems.
The recent role is an exhibit-execution and reliability signal, not evidence of marketing-team expansion.
Additional Evidence1 items
Research Boundaries
The official careers page routed to an external ATS whose current listing contents were not extractable; the Exhibit Lead post appeared two months old, so no current opening count is asserted.
06Visitor activityOwned reporting establishes meaningful audience scale and national reach, while Connecticut tourism and Bradley passenger data provide favorable but non-attributable market context; none of the proxy volume is treated as Science Center footfall.Complete
Demand & DistributionOwned metrics remain distinct from market proxies
Cumulative visitors5.0MThrough 2025-08-15 · Owned cumulative museum visitor milestone
People inspired247K2024 · Owned on-site and off-site impact measure
Student-program participants63,4572024 · Owned education-program audience
Member households5,6832024 · Owned membership base
Connecticut visitors72.2M2025 · Statewide market context only; not Science Center visitation
Bradley enplaned passengers3.4MFY2025 · Arrival-infrastructure proxy only; not Science Center visitation
The Center's posted schedule is daily from late June through August and generally Wednesday through Sunday from September through late June.
KidSpace Outdoors is a seasonal late-spring-to-early-fall experience, creating a family-travel creative window.
The 2024 results sheet reports visitors from all 50 states, DC, and Puerto Rico but does not disclose origin shares.
Connecticut recorded 72.2 million visitors in 2025, up 3.1%, while hotel occupancy through June 2026 was up 4.3%; these are statewide demand proxies, not Science Center results.
Additional Evidence4 items
Additional Signals
Bradley reported 3.4 million FY2025 enplaned passengers, up 5.7% year over year, across more than 45 nonstop destinations; the airport volume is contextual and does not establish a CTM placement or Science Center conversion opportunity by itself.
CTM's stated host-environment model is directionally relevant to an attraction whose decision can occur after arrival, subject to actual Connecticut inventory validation.
Research Boundaries
Public owned data do not disclose visitor-origin shares, booking windows, party composition, repeat rates, source-channel attribution, or campaign-level attendance.
State tourism and airport metrics describe the broader market and must not be presented as Science Center footfall or reachable CTM audience.
The strongest first opportunity is a 6-8 week Hartford arrival-to-attraction pilot using current family experiences, with any airport, hotel, visitor-center, or attraction cluster included only after CTM confirms live inventory.
Recommended solution
Use two compact creative variants—Sharks and the seasonal family offer—with cluster-specific QR/UTM paths, selected host environments, a replenishment plan, and a stop/go review before scale.
Pilot hypothesis
If visitors encounter a timely, family-relevant attraction message while making in-market activity decisions, then qualified sessions and ticket-start actions should rise in exposed host clusters; this is a testable hypothesis, not a promised outcome.
Measurement plan
Assign unique QR codes and UTMs by creative and host cluster; capture scans, qualified landing sessions, ticket-button starts, completed purchases where analytics access permits, and cost per qualified session.
Track delivered quantity, pickup/replenishment velocity, stock-outs, and host-cluster performance so distribution execution is separated from creative response.
Set a pre-launch baseline and an agreed stop/go threshold with the marketing buyer; do not infer incremental attendance from statewide tourism or airport volumes.