Managing a MAT

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In 2026, the C‑suite of a multi‑academy trust (MAT) looks markedly different from the leadership teams that governed schools a decade ago. As MATs have grown in size, complexity, and public accountability, the role of senior executives has expanded far beyond traditional educational leadership. Today’s MAT C‑suite blends pedagogical expertise with corporate discipline, strategic foresight, and a deep understanding of community impact.

Education and organisation

At the centre of this shift is the chief executive officer (CEO), whose role has matured from operational oversight to system stewardship. The CEO now acts as a bridge between educational vision and organisational performance, responsible not only for school improvement but also for financial sustainability, risk management, and stakeholder confidence. In large trusts, the CEO increasingly resembles the leader of a diversified organisation: setting culture, shaping long‑term strategy, and ensuring that every academy contributes to a coherent mission.

Supporting the CEO is the chief operating officer (COO), a role that has become indispensable as MATs navigate estates management, procurement, compliance, and digital infrastructure. The COO ensures that schools operate within a stable, efficient framework - freeing headteachers to focus on teaching and learning. With rising energy costs, ageing buildings, and heightened safeguarding expectations, the COO’s remit now touches almost every aspect of trust life.

The chief financial officer (CFO) has also seen their responsibilities expand. MAT finances are under intense scrutiny, with funding pressures, SEND demand, and capital constraints creating a delicate balancing act. The modern CFO must combine rigorous financial control with strategic investment planning, ensuring that resources are deployed equitably and transparently across the trust. Increasingly, CFOs are also leading on digital finance systems, scenario modelling, and long‑term sustainability planning.

Alongside these roles, the chief education officer or director of education remains the pedagogical anchor of the trust. Their task is to ensure that educational standards rise consistently across all academies, regardless of context. This involves designing trust‑wide curricula, overseeing professional development, and using data intelligently to drive improvement. In 2026, this role is increasingly shaped by evidence‑informed practice, AI‑enabled analytics, and a growing emphasis on inclusion and wellbeing.

Newer C‑suite roles are also emerging. Many trusts now appoint chief people officers, reflecting the scale of workforce challenges across the sector. Recruitment, retention, workload, and staff development have become strategic priorities, not HR afterthoughts. Similarly, chief digital officers are beginning to appear as trusts grapple with digital transformation, cybersecurity, and the integration of AI tools into both classroom practice and back‑office systems.

Professionalism and integrity

What unites these roles is a shift towards professionalisation and system leadership. MATs are no longer loose federations of schools; they are complex organisations requiring sophisticated governance and executive capability. The C‑suite must balance educational integrity with corporate responsibility, ensuring that trusts remain mission‑driven while operating with the efficiency and accountability expected of large public bodies.

By 2030, the MAT C‑suite will likely be even more specialised, more data‑driven, and more outward‑facing. But its core purpose will remain unchanged: to create the conditions in which schools can thrive, teachers can excel, and pupils can succeed.