Meet Khaled Farah

Introduce yourself

Hello, my name is Khaled Farah, I am 33 and I have lived in Strasbourg all my life. I graduated in private law from the University of Strasbourg and fairly quickly turned to the cultural sector, because I really wanted to work in an environment that values the collective and has meaning.

I started as a project manager, then moved into coordinator and partnerships manager roles for organisations such as the Candide agency, La Laiterie and L’Ososphère. My last position was operations and development director at Maillon Événements.

These different experiences taught me a great deal and helped me grow both professionally and personally. Now I am ready to take on new challenges and keep thriving in this sector while bringing in the other CCIs.

Can you tell us about your career and what led you to become director of accro?

For almost six years, I worked in various cultural organisations, where I had the opportunity to lead a wide range of projects, seek funding and roll out development strategies. I was also lucky enough to build a really diverse network of partners, whether in the cultural and creative industries, academia, the social and solidarity economy, or with local, national and European institutions. I also worked with associations active in the city’s priority neighbourhoods.

What led me to the director’s role at accro was first of all my past collaborations with the association, notably through L’Ososphère, on projects such as the European Creativity Biennial. More recently, I also worked with accro on the idea of a cluster for the cultural and creative industries (CCIs). I really felt in tune with the vision of the previous director, Sophie Madjibé. So I thought I could naturally continue along those lines and carry on the work she had begun.

What is your strategy for strengthening accro’s position as a major player in the CCI ecosystem in Strasbourg?

To strengthen accro’s position as an important player in the cultural and creative industries ecosystem in Grand Est, my plan is first to build on the work done by the previous management, while adding my own personal touch.

My idea is to develop our organisation by seeking additional resources. For example, I think it is crucial to diversify our business model, which would allow us to grow our team and broaden our impact.

I also want to encourage closer cooperation with the social and solidarity economy, as this could create interesting synergies and strengthen our network. Finally, it is important for us to become better known to the general public and to businesses in Grand Est. By making accro clearer and more visible, we will be able to attract new partners and strengthen our role in the local ecosystem.

In short, I want us to be not only a key player but also an essential pillar of the CCIs in Strasbourg, while innovating and staying attentive to our funding partners.

In your view, what are the priority levers for supporting innovation and creativity at local and regional level?

I am truly convinced of the importance of networks. Creating spaces for collaboration between artists, associations, businesses, universities and researchers can really bring projects and opportunities to the surface, provided the right financial balance is found. Events, collaborative workshops and artist residencies are excellent ways to do this.

One existing lever is the Tango&Scan call for projects. But we can go further by finding other initiatives and fostering collaborations with other local authorities or semi-public companies.

And above all, we need to reach out to the general public! Organising self-financed events that bring everyone together can generate real enthusiasm. These moments of exchange and creation can showcase local talent and make our region shine. By making all of this accessible, we become more visible and attract more resources, while nurturing a creative ecosystem.

What projects or initiatives would you like to launch or develop within the association?

At the moment we have quite a few projects under way that I am particularly proud of. One of the most important is Agoratrium, a regional hub and creative campus that we are developing with several partners such as the Eurometropolis of Strasbourg, the Espace européen Gutenberg, Fabeon, the Ateliers éclairés, the 5e Lieu, SEMIA, SERS, FREMAA, Unistra, Grand E-NOV, French Tech Est and many others. The aim of this venue is to pool initiatives around print and the graphic arts, creating a space for collaboration, technological development and economic support for local players. The idea is really to structure a strong, innovative ecosystem.

We also have Tango&Scan, which remains an essential lever for stimulating creative projects, and we are working on organising a cross-border forum with the CCIs of the Upper Rhine. This allows us to create connections and extend our network beyond local borders.

Otherwise, in October, we have planned a strategy seminar with the team and the board. It will be an opportunity to think together about accro’s future, redefine our identity and purpose, and lay the foundations of our three- and six-year strategy. I think it is really important to take this time to pause, share ideas and develop our collective vision.

After this work, we will draw up a new roadmap for the years ahead.