Head of Strategic Innov Proj

As a pioneer in the Charter school movement,CSUSA is one of the fastest-growing education management organizations in the United States,providing a wide variety of educational choicesto over 82,000 students in more than 150 schools across Florida, South Carolina, North Carolina,and Louisiana.

The Head of Strategic Innovation Projects serves as a senior internal consultant and design-phase leader responsible for high-priority strategic projects that help pivot the organization away from outdated conventional models and toward the future of education. This role is intentionally structured as a targeted problem-solving and build-phase position rather than a long-term operating role. The Head of Strategic Innovation Projects will identify core issues, design solutions, build new models and processes, and transition implementation and ongoing management to the appropriate operating leaders and teams.

The role will work across RDI, CSUSA, Red Apple Private, Ethos Academy, Launch Ed, and related initiatives as assigned. Projects may include development of new school models, redesign of enrollment and operational processes, intervention in underperforming schools or initiatives, support for strategic innovation efforts, and development of enabling systems such as dynamic AI-driven operating tools. In all cases, the role is expected to operate with speed, judgment, and cross-functional influence, without building or leading a large standing department.

• Lead high-priority special projects that support the organization's transition toward more effective, future-oriented school models and operating approaches.
• Serve as a design-phase owner for targeted projects that require diagnosis, redesign, model-building, or rapid strategic problem-solving.
• Take on projects across business units and affiliates, with responsibility for clarifying the problem, defining the solution, coordinating build-phase work, and preparing the handoff to implementation owners.
• Develop practical recommendations, implementation frameworks, and decision materials that enable operators to carry projects forward successfully.
• Lead the design and development of new school models and related strategic concepts, including Ethos Academy initiatives, Red Apple Private models, and other future-oriented educational offerings.
• Build model concepts that may include program design, schedule design, staffing concepts, work-based learning integration, facility implications, and unit economics.
• Translate strategic priorities into actionable model designs that can be piloted, validated, and transferred to operating teams for execution and scale.
• Support the creation of reference models that help define what future-ready schools should look like across different student populations and market opportunities.
• Diagnose high-impact enrollment, retention, registration, matriculation, and school operations challenges, particularly where structural process issues are affecting performance.
• Lead redesign efforts for workflows such as registration, re-enrollment, Day One packet processes, and related family onboarding experiences.
• Use data to identify root causes, test assumptions, and recommend process and system changes that improve outcomes.
• Partner with operators, school leaders, and support teams to ensure solutions are practical, measurable, and ready for operational adoption.
• Support selected strategic initiatives related to Launch Ed, Compass, Ethos Academy, enterprise systems, and other innovation pipeline activities as assigned.
• Contribute to the design of operating concepts, evaluation frameworks, pilot structures, and internal procedures that help move promising ideas into executable initiatives.
• Assist in the development of tools, systems, and strategic infrastructure that support future school models and stronger enterprise decision-making.
• Operate as an in-house consultant and build-phase leader rather than a long-term operator.
• Establish clear handoff points, ownership transitions, and operating recommendations for each project.
• Avoid unnecessary standing team buildout by leveraging existing leaders, consultants, and functional teams whenever possible.
• Support implementation readiness, but transfer ongoing execution and management responsibilities to the appropriate business unit or operator once the design/build or problem-identification/solution phase is complete.