Mathew Neal , Ed.
“I have been so very impressed with the Anchorage school
district over the past number of years while connecting with
colleagues in the district. When this opportunity became
available it was a little bit of a ‘dream come true’ for the Neal
family and an excellent match professionally. Anchorage has
the best teachers and staff that I have ever met. The work of
the Board, Dr. Bishop, and current leaders are well on the way
to making the district one of the finest in the United States
and I am looking forward to moving this work forward as we
continue along a path of growth for all students.”
Biography
Dr. Mathew Neal is an innovative Superintendent and academic leader currently leading
in Colorado and has worked with school staff all around the world as a consultant, coach
and trainer. He believes strongly that great teachers make great schools. Dr. Neal has a
wide range of experience leading diverse student populations and innovative schools
in Denver Public Schools, English language learning schools in the Middle East, and the
native student populations of the Navajo and Southern Ute tribes in Durango, Colorado.
Currently the Superintendent of Schools outside Colorado Springs in the Woodland Park
School district, Dr. Neal was appointed by the State Board of Education in Colorado to
lead on the turnaround schools taskforce. Dr. Neal is known as a leader and author in
the field of school improvement where he partners with local boards and school staff to
reimagine schools of tomorrow and helps to build bridges between community leaders
and schools.
Dr. Mathew Neal is an active member in his local community and is a board member on
the Chamber of Commerce assisting schools and businesses to partner and flourish with
a focus on Career and Technical Education. He received his MBA from Colorado State,
his Doctorate in education from the University of Southern California Rossier College of
Education, and holds two educational certificates from Harvard University. Dr. Neal has
been married for more than two decades to his spouse, a career music educator, and
they have two children together.
D R. MATHEW NEAL
www.M a t he wNe a l .c om
Career
I Believe…
Superintendent- Woodland Park Re-2, Woodland Park, CO. (2021-current)
All it takes is a few Proudly leading as superintendent of a district on the fringes of Colorado Springs,
passionate teachers to WPSD is a small district steeped in tradition and poised for improvement. A declining
change the trajectory of a enrollment district from 2200 students when I was hired. This once growing
student’s entire life community is making a comeback to improve its moderate student achievement and
attract regional students. Revamping systems, improving the focus on data,
All students can learn, we recognizing great teaching that is happing by clearly sharing our successes is helping
only have to provide the to raise the morale and student performance of the WPSD.
right mix of ingredients
Details: Single High School and feeder schools; 386 staff & 1826 students (declining)
There is a high calling of • Refocused district staff on opportunities for improvement in teaching/learning
leaders…to lead by while supporting school leaders moving towards a positive employee culture.
example and through • Launched news media and social media increasing over 500% readership in
relationship not position positive improvements and connected communications with parents.
Global citizenship is not • Re-initiated school choice for previous failed “contract school” application
resulting in community awareness and improved district-charter relationship.
a choice, it is a mandate
for today’s graduates • Development and partnership with new board as 4 of 5 members changed over,
resulting in repurposing of district vision leading toward sustained improvement.
Every person in the room • Re-engaged data-focused conversations with leaders and teachers for future
supports how students planning to meet each student with individual and school-wide supports.
learn. From the bus driver
• Facilitated strategic improvement of staff/community culture following Covid-19
to the custodian to the
closures, improving parent-teacher partnerships and district-wide positive sentiment
teacher, we all are here
for one purpose • Launched “innovation classrooms” initiatives to pilot smartboard/touch screen
technology in all classrooms where few existed.
Creativity is at the core of • Championed a first ever facilities master planning commission addressing district
all we do. Our students declining enrollment, strategically planning the re-purposing of school facilities.
must learn to problem
• Launch of the district Teacher Leadership Committee, fostering in-house leader
solve today in order to development and promotion.
innovate through the
problems of tomorrow. • Facilitated review and renovation of district-wide learning management system
transitioning from poor function through to innovative support of student learning.
…diversity and inclusion • Championed support to homeschool family partnerships focused on increasing
cannot be an afterthought, participation in district-parent connections anticipating a 30% increase in enrollment.
it must be in every fiber of • State Board of Education appointee to school turnaround committee, one of three
what we do… superintendents in the state to help evaluate and recommend strategic improvements.
• Local and regional partnership with city council, chamber of commerce and
I am going to trust that
county commissioners for re-envisioned support of public education and school-
you are doing your best government partnerships
and believe that we can
do better together • Improved district-wide connections with families through newly created
communications plan, adding student voice and “pride points” for all schools on
community platforms and social media.
Dr. Mathew Neal resume continued… (American Creativity Academies, Kuwait)
Superintendent- American Creativity Academy, Kuwait (2015-2021)
I was pleased to lead as superintendent for six years the premier private school in Kuwait with 12 schools and more than
6000 students. Classrooms throughout our schools were high-tech learning spaces which were primarily taught by
American and Canadian teachers. Our highly selective students graduated with state diplomas as well as IB Diplomas as
some of the most amazing graduates leaving a legacy throughout Kuwait and the Middle East.
Details: IB World School District of schools; over 700 staff & 6000 students
• Led as the Chief learner for three high schools, three middle schools and six elementary/KG schools reporting to a
six member Board
• Facilitated teaching and learning reform for increased student reading and math annual growth and proficiency
targets over 5 years for all grade levels
• Launched school-wide creativity initiatives supporting the district vision for innovation including “creativity
month” for all teachers/students focusing on innovation and PBL grades 1-12 including financial/social awards
• Directed the 5-year strategic plan development and implementation establishing direction through collaboration
and community buy-in
• Managed 65M including rapid growth annually averaging 6% each of 5 years
• Creation of Virtual Learning two years prior to Covid-19 requirements including core content, flipped learning,
LMS implementation, data archives and PD academies
• Established positive behavior programs including focused core values for all staff/students resulting in reduced
student incident through restorative practice
• Inaugural student data focused instruction through MAP, Diebels, and various student data platforms including
data profiles for each student.
• 200% Increase in available tech in classrooms and teacher utilization
• Revamped social media platforms, 600% utilization increase over 5 years
• Revamped and digitized new admissions processing for fidelity and speed
• Implemented new robotics and STEM programs, Makers Space and coding for grades 3-12, increasing science
specific diploma opportunities
• Positive interaction with collective and individual board members supporting excellent partnerships through
timely and supportive collaboration
• Security systems and crisis management plan creation including protocols and committee development for
reduced incidents across all schools
• Child protection protocols advancing initiatives for teacher/community connections including community
partnerships and increased staff awareness
• Unified Improvement Planning for all schools including data driven goals and facilitated data interpretation with
teachers and leaders
• Teacher/Staff Evaluation recalibration connected to professional growth plans and aligned to strategic plans
www.MathewNeal.com
Dr. Mathew Neal resume continued…
Superintendent- Sweetwater County School District, Wyoming (2013-2014) Hired as the turnaround leader for the one
of the lowest district (of 54 districts) in the State of Wyoming. I was pleased to watch this high poverty, low achievement
district begin the process of implementing standards of education where policy and practice had previously been lacking.
Immense heritage and community supports allowed a lifetime local principal to take the lead and continue the work
following my leadership.
Details:
• Facilitate the new paradigm of reform and innovation for 5500 students and over 1000 employees in the 4th
largest school district in the state.
• Increase in single-year Rock Springs High graduation rate from 77% to 81%
• Increase in single-year student attendance of 2% at the secondary level
• Attainment of ACT improvement in all content areas
• Partner directly with the new State of Wyoming Director of Education on reform efforts for the
implementation of state assessments, P20 initiatives, Common Core implementation, Blended Learning and
various reform efforts.
• Management of a $84M general fund and $143M total budget
• Executive partner through regular planning efforts with city, county, and regional efforts of quality
community improvements including regular gubernatorial conversations on reform and innovation.
• Decreased budget usage of 3.2% annually while facilitating the largest pay increase to staff in 5 years
• Increase to the annual general fund cash reserve contribution by more than 50%
• Facilitate the calculated management of a $105M budget.
• State superintendent designee for the University of Wyoming advisory board for the College of Education.
Director of Strategy and Innovation - Denver Public Schools (2011-2013) I had the pleasure of managing autonomous
and independent schools within the large (88,000 students) district framework supporting 27 principals and an additional
cadre of district charter schools. During this season of student growth, the Board directed the development of new and
innovative schools that ranged from project based, experiential, arts magnet, College Board managed and even Montessori
Middle/High. I was able to successfully manage all schools with a clear management structure and encourage each
through supports and accountability measures for outcomes. One of the most diverse groups of leaders of my career!
Details:
• Provided Instructional leadership for program development, assessment development, and student data system
development for district managed schools.
• Directed the opening of 9 new independent schools from concept through opening including staffing,
assessment development, curriculum selection, student enrollment, facility acquisition and principal
supervision.
• Direction of 27 Innovation and autonomous high-needs schools.
• Established differentiated professional development modules for principal training/coaching, and peer-to-peer
mentoring for innovative leaders district-wide.
• Facilitated the development of mission/vision, management policies, organizational structures, instructional
models and parent/student engagement polices for all schools within the network.
• Championed the evaluative measures for strategic school design in both the curricular and operational areas.
• Colorado Department of Education liaison between DPS and the Associate Commissioner of Reform.
• Support and evaluation of facilities and capitol improvement initiatives.
• Branding and market development for innovation and reform movement within Denver and the State of CO.
• Central office reform in support of new school initiatives including Nutrition Services, Safety and Security,
Psych/Social work/Nursing, HR, Purchasing and curriculum acquisition.
• System development to improve district supports for school-level innovations.
• Provided strategic root-cause analysis to the Superintendent and senior leadership on school reform, policy
improvement and long-term vision development.
• Partnered with union leadership to develop policies and systematic supports for low achieving schools.
• Data analysis and support to schools for unified improvement plan development and strategic planning
www.MathewNeal.com
Dr. Mathew Neal resume continued…
Executive Director- Brighton and Durango School Districts (2006-2011) During this early section of my career I was
fortunate to learn through two different districts the leadership role of managing principals but also supervising finance,
operations, and other departments. Union negotiations and daily employee crisis management was much of this work
along with systems development such as teacher evaluations, financial models for growth, curriculum and technology
planning for student achievement and federal/state grant application and management.
Details:
• Executed budgets totaling $190M including $10M reduction in expenditures while supervising HR, Finance,
Transportation, Nutrition Services and Grounds departments.
• Directed initiatives in conjunction with Superintendent and Board to enhance district-wide culture, diversity,
school level team development, and change management within schools and within departments.
• Strategic execution of federal grants including concept to implementation project management across 20 schools
including system development, collaborative buy-in, institutional research and continuous improvement.
• Chief labor negotiator for five separate employee groups
• Facilitation of new district-wide teacher and administrator evaluation systems.
• Establishment of common core standards and subsequent curricular alignment.
• Development of diverse employee hiring practices including, mentoring, and retention strategies increasing
workforce diversity 16% over 4 years.
• Directed the recruitment and hiring district-wide for 200% increase in candidacy pools and reduction in the annual
turnover rate to 8%.
• Creation and direction of performance-based-pay including tiered, time-bound and long-term union-negotiated
compensation for 200+ administrators, and 2200 staff.
• Litigation, Colorado state law research, interpretation and compliance.
• Negotiated diverse union employment agreements, reducing lawsuits, for licensed and unlicensed personnel,
district insurance plans and various contracts administration.
• Training, process development and cost containment for 10M in reduced liability expense.
• $40M in Federal/State Grant application, acceptance and implementation district wide.
• Leadership and supervision of 20 personnel for a high functioning service team.
• Directed facilities management and capital improvements for increased operational impact across 26 sites,
including strategic plant improvement systems and staff utilization policies.
• Crisis and Emergency preparedness direction for cross agency collaboration, including daily management of the
safety department.
• Nutrition management for federal compliance of 5.5M in funding at 12 independent sites.
Teaching Experience
Grade 12 Business Management (2 years part time)
Developed scope and sequence curriculum aligned to district standards
MHS Fine Arts (3 years part time)
Drawing, Painting, Ceramics, Graphic Design- Developed curriculum aligned to district standards
University of Colorado Lecturer - Department of Education (3 years part time) - Delivered courses towards licensure
IB International (Individual Sessions)
Delivered as needed content to teams of IB teachers and leaders obtaining certificates
District Professional Development (more than 25 courses)
Authored/facilitated district PD to teachers and leaders on various topics
Education/Licenses
EdD Organizational Change/Leadership, University of Southern California (Program Nationally ranked top 15)
MBA Masters of Business Administration, Colorado State University (Program Nationally Ranked top 25)
BA Bachelor of Arts, Mississippi College, Clinton, Mississippi
Certificate in Executive Educational Leadership, University of Colorado, 2010
State of Colorado School Administrator License, 2010
Certificate of Superintendent Leadership, Harvard University, 2014
Principals/ Superintendents Academy, Harvard University, 2015
www.MathewNeal.com
Partnerships
-State Board of Education superintendent appointee for school turnaround committee and review, 2021 & 2022
-Distinguished International Baccalaureate Presenter, IB Global Conference 2017 & 2018
-Founding Director, The Diversity Collaborative bringing awareness on diversity and ethics in International Schools
-Executive leader on management and policy to the State of Colorado Department of Education
-Launched the first regional volunteer management/ background compliance program in Colorado for safety checks
of over 4000 volunteers and 100,000 hours of donated time.
-Community engagement through Chamber of Commerce and various Boards of Directors/advisory committees.
-Member of the Brighton Hispanic Advisory council, Colorado Association of Public Executives, Society for Human
Resource Management and Northern Colorado Negotiators, CASE, AASA
Quotations from staff and community
“Mathew has worked to diligently develop a programmatic approach to instruction and operations between our
school and the district. He doesn’t give up nor get discouraged. He is always looking ahead and finding ways to
work through our issues.”
Alternative Education Center, Denver
“I made two calls - HR (left a message) and Mathew Neal. Mathew was amazing, helping to pinpoint my goals for
the situation and then talk through what I knew, where I was stuck and how he could be supportive. Within 30
minutes the executive director of safety and I were in touch and set to meet. Our school is aware of what we know
how to do, and where we need assistance. I have never been a believer that any school can employ or hold all
expertise needed in all academic and human circumstances and today brought that especially to light. Whether we
believe we know how to handle something or not, we consider ourselves full partners with the Office of School
Reform and appreciate the support that we get. And while there are certainly times that we are frustrated, today
was a terrific example of teamwork through Mathew’s teams efforts.”
Charter School Principal, following a school crisis threat
“Mathew as a leader empowers me to do my job, I do not feel micro-managed”
Anonymous new school leader’s annual feedback
“Mathew is very open about his strengths and weaknesses and is very collaborative with his team”
Principal, Denver Public
“Always willing to discuss tough situations and collaborate on problem solving. He is very creative and willing
to think outside the box in coming up with solutions for his schools”
Union leader’s annual feedback
www.MathewNeal.com
