Managing Director of Classroom Management and Culture

RMP Promise

Rocky Mountain Prep is a diverse and dynamic community of educators, families, scholars, and advocates committed to reimagining what excellent public education looks like in Colorado. We are a network of 12 rigorous and loving schools serving children from 12 weeks through 12th grade across the Denver metro area. Grounded in our PEAK values—Perseverance, Excellence, Adventure, and Kindness—we work relentlessly to ensure every student, especially those historically marginalized by systemic inequities, is prepared to thrive in college, career, and life.

At RMP, we draw strength from the diversity of our racial, cultural, linguistic, and lived experiences, equity is our commitment, and inclusion is our daily practice. We believe that by combining high expectations with deep belonging, we can create joyful, affirming spaces where every child and adult can realize their full potential.

Rocky Mountain Prep’s Managing Director of Classroom Management and Culture (CMC) plays an integral role in ensuring that RMP’s deans and new teachers build the classroom management practices and culture systems that let rigor and love coexist in every classroom. The Managing Director spends significant time in the field with deans and new teachers—observing practice, modeling RMP’s frameworks, providing real‑time feedback, and ensuring strong implementation of RMP’s behavior, attendance, and culture systems.

They partner cross‑functionally with People, Operations, Academic Services, and School Leadership teams to design and facilitate professional learning anchored to RMP’s Five Commitments:
Care, Connection, Customer Service, Competence, and Clarity.

Successful Managing Directors of CMC ensure students are present, engaged, and persisting at high rates; new teachers are developing quickly and choosing to stay; and deans are building the durable skills to sustain strong systems long after the Managing Director has moved on—reflecting RMP’s belief that strong operational systems are the foundation of a strong culture.

• Analyze daily and weekly ADA data by grade level and classroom to identify gaps, trends, and root causes.
• Coach deans to build and run daily attendance routines (morning sweeps, real‑time family outreach, late‑arrival protocols).
• Coach deans to train and calibrate front‑office and culture staff on accurate, timely attendance coding.
• Partner with Operations and Schools teams to resolve systemic barriers to attendance (transportation, scheduling, communication).
• Model and co‑facilitate family‑outreach conversations for chronically absent students alongside deans.

• Analyze regular‑attendance trends (students attending ≥90% of school days) to identify early‑warning patterns by grade and cohort.
• Coach deans to prioritize coaching and family‑engagement supports based on data‑driven problem solving.
• Manage design, administration, and analysis of quarterly family and student perception surveys.
• Coach deans to plan and promote school events and routines that build family trust and connection to campus.
• Partner with the regional Schools team to align tracking mechanisms and campus‑level regular‑attendance strategy.

• Analyze enrollment, withdrawal, and re‑enrollment data to identify persistence gaps, trends, and patterns by campus and grade band.
• Coach deans to interpret the Code of Conduct, apply consequences consistently, and implement a campus‑wide rewards system.
• Coach deans to build and execute tiered behavior support plans for students with the highest persistence risk.
• Track student participation in clubs, extracurriculars, and belonging‑building activities as leading indicators of persistence.
• Partner with the Schools team and campus leadership to align persistence tracking and intervention strategy across the network.

• Coach deans to design and run a structured new‑teacher onboarding and check‑in cadence through the…