About the Organization
ToTH is at a meaningful moment to lead. The school has grown from a close-knit, founder-led beginning into a two-campus organization with a strong brand and loyal families, and it is now building the systems and consistency that come with that growth. The board is thoughtful about the road ahead: maturing the school's operational systems, aligning practices across its two campuses, and navigating the same softer enrollment market that early childhood programs across DC are facing right now. None of this dims the opportunity. It defines it.
Position Overview
ToTH is at a meaningful moment to lead. The school has grown from a close-knit, founder-led beginning into a two-campus organization with a strong brand and loyal families, and it is now building the systems and consistency that come with that growth. The board is thoughtful about the road ahead: maturing the school's operational systems, aligning practices across its two campuses, and navigating the same softer enrollment market that early childhood programs across DC are facing right now. None of this dims the opportunity. It defines it.
The clearest contribution the next Head will make is instructional leadership with real-time built in to do it well. ToTH has not yet had a leader with consistent room in the schedule to observe classrooms and coach teachers, and the faculty are eager for that support. They are asking for consistency, clear expectations, coaching, and strong communication and feedback loops. This role exists, above all, to give the people of ToTH the support they need so that the classroom excellence the school is known for continues to thrive.
ToTH is not asking its next Head to own every function. The school maintains real support in human resources, finance, operations, and recruitment, so this leader can keep instructional leadership, people, and family trust at the center of the work, while advising on operational decisions and helping shape strategy.
After a year in which the team stretched to cover a great deal, ToTH is also ready to finish building and refining the systems the school runs on, work made more meaningful by new staff and roles, a second campus, and a changing market. More than anything, the school wants replicable systems and clear, consistently supported expectations for every classroom, so the program stays strong and steady even as individual staff transition over time. ToTH is genuinely open to new ideas, whether part-day options, aftercare, or staggered schedules, and equally values a leader who will draw on the school's institutional memory for what has and has not worked before reaching for something new. Ideas about how ToTH might strengthen and grow are not only welcome, they are wanted.
