Steve Peters ran the Iowa State Center 25 years ago, before embarking on a multi-city tour of duty with entertainment industry giant Ogden Entertainment. He parted ways with Ogden after he unsuccessfully sought to buy some of his favorite accounts there, suggesting he had a better way to serve midrange and small venues. That led to the creation of Compass Facility Management, now named VenuWorks, which took over management of the Iowa State Center (minus Hilton Coliseum) in August. 

VenuWorks adds the Iowa State Center to a list of 50 venues in 20 markets it manages. The auditoriums, arenas and sports facilities also include Hoyt Sherman Place in Des Moines, and the major entertainment venues in Cedar Rapids, Ottumwa and Burlington.

Peters has a plan to revamp and expand the Iowa State Center. VenuWorks, Iowa State University and partners have crafted a $60 million proposal for a convention center and hotel, revamped food service, an outdoor amphitheater and renovations, particularly at the Scheman Center, home to many meetings, seminars and events. The buildings would be connected by skywalks.

We checked in with Peters on his return to Ames, his aversion to retirement, the state of the entertainment industry and his long-term vision for the center. 

How did you come to return as part of the management team of Iowa State Center?
We had been working on a proposal for the center for a number of months. We got the contract. 

We’ve noticed a lot of new hires. Are you reorganizing?
The changes we made in our staffing were the last part of a yearlong process in which we examined our business development department and our event booking department. That, tied to my efforts to create a more sustainable company,   came to fruition. We brought in a CEO in July and a new vice president for entertainment and content and a vice president for marketing recently. The CEO will be doing the day-to-day work, and I am developing content — new shows and events. That could be a sports franchise to a Broadway show to a country concert. I am creating pathways to our buildings. 

You ran the Iowa State Center before, right?
I ran the center in the ‘80s, and worked for the university. In 1984, I took on the job of executive director. The center was privatized during my term. Ogden Entertainment took over, and I worked for them. Later, they offered me a chance to work for corporate, and I went to Illinois and Minneapolis. I became operations director and then vice president. I oversaw most municipal and university accounts from Alaska to Florida. 

What led you to start your own company? 
I went to them and said they had more emphasis on larger accounts like the NHL. I thought I had better ideas for the medium and small markets. I tried to buy my accounts from them. They weren’t impressed. We parted ways.

What happened then? 
I started my own company in ‘96. It was originally called Compass Facility Management, then we renamed it VenuWorks. 

What is it like to manage the Iowa State Center again? 
Everything is different. The condition of the buildings — some things have been deferred. Some places are very up-to-date. Back then, the contract included Hilton Coliseum. It doesn’t now. There are many more venues competing for conventions. Scheman was the premier meeting space for statewide meetings then. Now, there are convention centers attached to hotels. Scheman could use some updating. 

Is there more competition? 
The competition is difficult. The Des Moines facilities have risen — Wells Fargo Arena and the Civic Center. There are still more facilities than there are artists that want to play them. 

What changes are you making?
We transitioned the food and beverage service from ISU Dining to our company. Scheman was designed for the Memorial Union to make the food and truck it over. The theory was the kitchen at Scheman was too small. In our opinion, it’s more than adequate space. We are investing $300,000 to update the kitchen, including bringing in a gas line because many chefs would rather cook on gas because it offers better heat control. 

And you are expanding the center? 
Our plan is $60 million in upgrades, including a 125-room hotel such as a Marriott Courtyard, a convention center and an outdoor amphitheater. We will provide $20 million, ISU will match that, and we’ll generate $20 million from naming the center and the new exhibit hall (without changing the current building names). The new construction would be south of Scheman and connected to the other buildings by skywalks. The amphitheater west of Hilton would seat 6,000 to 8,000. The whole project would take 18 months of construction.

Would some of this involve addressing the deferred maintenance?
Our project would involve renovating Scheman. And ISU has a separate plan for a future renovation of Stephens Auditorium. There are still accessibility challenges, and people say there aren’t enough restrooms. It competes for shows very well. The 50th anniversary will be 2019, so that might figure into the time for the renovations. 

How many employees do you have?
The core is about 30, and we have 300 full-time employees, and about 2,500 to 3,000 part-time employees. 

What other venues do you manage?
Hoyt Sherman in Des Moines. Bridge View Center in Ottumwa. Burlington Auditorium. The Adler Theater in Davenport. The Paramount in Cedar Rapids. The University of Houston’s Cullen Performance Hall. The Ames Center in Burnsville, Minn.

What has changed in the event booking world? 
There has been a consolidation of promoters. Live Nation bought Ticketmaster. Live Nation is paying more attention to smaller markets. We contract with them. The big thing driving artists to the road is that they aren’t making the money they used to on record sales. Tours used to be to sell records. Today it’s all about downloads. They are on the road for the ticket revenue. Also, the market has been segmented in so many different ways. You can’t just buy ads on radio anymore. Fifty percent of ads go on social media. 

Are you changing your business model? 
I brought in George Wood as CEO. He spent two decades with Ticketmaster. It frees me up to do more development. Sometimes there is an investment involved. We launched, with New York partners, a touring theater company that is doing “Flashdance.” We have invested in Broadway shows. I would like to develop shows to take to New York. 

Are you getting ready to retire?
No. Some people buy a camper. I bought a dinner theater in Chanhassen, Minn., with a group outside VenuWorks. I plan to work 10 to 15 more years. This is what I do. I have to go to New York and see five or six Broadway shows. I pay myself to do that. Most people would pay to do what I do for a living. I am not a golfer. I don’t own a boat. I don’t have a lake home. I would die in three months if I retired. If you love what you do, you don’t mind working.