When a longtime Chief Technology Officer announced his retirement at a mid-sized district last spring, the superintendent found herself facing a big question:
“Do we hire someone who’s a tech expert or someone who knows education inside and out?”
On paper, it seemed like an either/or. The IT manager in the district was familiar with every server, every switch, and every help desk ticket. Meanwhile, an assistant principal had been dabbling in instructional technology and had developed a strong rapport with teachers. Both looked promising—but which path would serve the district best?
This is the crossroads many schools find themselves at in 2025. And here’s the twist: the right answer isn’t about choosing one background over the other. It’s about finding a leader.
“Do we hire someone who’s a tech expert or someone who knows education inside and out?”
On paper, it seemed like an either/or. The IT manager in the district was familiar with every server, every switch, and every help desk ticket. Meanwhile, an assistant principal had been dabbling in instructional technology and had developed a strong rapport with teachers. Both looked promising—but which path would serve the district best?
This is the crossroads many schools find themselves at in 2025. And here’s the twist: the right answer isn’t about choosing one background over the other. It’s about finding a leader.
More than Tech Savvy
A great CTO isn’t just the “tech person” in the room or an educator who learned to troubleshoot devices on the side. They’re the person who can see the bigger picture and help everyone else see it too. They:
And yes, they also handle infrastructure, budgets, cybersecurity, and vendor contracts—but always with the district’s students and learning at the center.
- Connect technology strategies directly to the district’s goals.
- Understand classrooms, curriculum, and how instruction really works.
- Build teams that thrive on collaboration, trust, and shared responsibility.
And yes, they also handle infrastructure, budgets, cybersecurity, and vendor contracts—but always with the district’s students and learning at the center.
It’s not a one-person job—it’s a leadership job.
The New Reality
Post-COVID, schools may not have dramatically more devices than before—except for those 1:1 programs—but the stakes are higher.
- Cybersecurity: Districts now have to vet every cloud service while keeping staff trained and alert.
- AI: Apps can personalize learning like never before, but they also come with risks of bias and data exposure.
- Interoperability: With so much data flying around, systems have to work together seamlessly.
- Reliability: Network downtime isn't a minor inconvenience anymore—it's a safety risk and a massive disruption.
- Community Scrutiny: Parents and communities are paying closer attention to screen time, digital platforms, and the role of tech in learning.
The Real Hiring Question
So, back to that superintendent’s dilemma: should she pick the IT manager or the assistant principal?
The truth is, neither background guarantees success. What matters is whether the candidate can:
That’s the lens districts need to use.
The truth is, neither background guarantees success. What matters is whether the candidate can:
- Step into real leadership, not just managing tasks.
- See the big picture, beyond the walls of the tech department.
- Communicate effectively with staff, families, board members, and the wider community.
- Lead with reflection, collaboration, and purpose.
That’s the lens districts need to use.
Why Leadership Wins
The best EdTech leaders in 2025 aren’t defined by whether they came up through the classroom or the server room. They’re defined by their ability to listen, ask smart questions, and guide their teams through challenges.
They don’t have to know every detail of how technology works. They must know how to create an environment where everything—and everyone--works together.
Or, as one CTO put it:
“It’s not about mastering every system. It’s about making sure the systems, the people, and the mission all move forward together.”
And that’s the portrait of an effective CTO in 2025: a leader first, and everything else second.
They don’t have to know every detail of how technology works. They must know how to create an environment where everything—and everyone--works together.
Or, as one CTO put it:
“It’s not about mastering every system. It’s about making sure the systems, the people, and the mission all move forward together.”
And that’s the portrait of an effective CTO in 2025: a leader first, and everything else second.