Leadership
As this academic year draws to a close, I have been reflecting on one of its most meaningful developments: the formation of the TransforMATive Tribe. What began as a network of 14 MAT CFOs within reach of Leeds has grown into something far more powerful. It has become a movement rooted in collaboration, insight and shared purpose.
Together, we have faced significant financial pressures, uncertain pay settlements and the ongoing demands of a maturing system. Rather than weather these challenges in isolation, we came together to respond with clarity, confidence and community.
Shared Struggles, Shared Strength
It all started with a dinner table. Breaking bread with colleagues set the tone for what followed: honest conversation, mutual support, and the sharing of practical strategies. Throughout the year, our discussions have covered everything from automation and procurement to income generation and benchmarking.
What has stood out to me is not only the depth of expertise around the table, but the generosity with which it has been shared.
Recipes for Resilience
Our collective learning has now been captured in the CFO Playbook: Recipes for Financial Success. This practical guide shares real examples of action and impact across three core themes:
- Operational Efficiency
- Income Generation and Diversification
- Effective Benchmarking
Whether it is Red Kite’s automation of procure-to-pay (saving 575 hours annually) or Australia MAT’s centralised finance model built on specialist roles, each recipe offers tested ideas for trusts to adapt and implement.
These strategies are not theoretical. They are grounded in real practice and designed to be useful across the sector.
Collaboration That Builds Capacity
One of the key messages that emerged throughout the year is that collaboration builds capacity. Melissa’s reflections from STAR MAT highlighted this beautifully. From procurement alignment to resource sharing and preparation for merger, her trust’s journey is a powerful reminder that meaningful change often begins with shared intent.
James’ leadership on finance benchmarking was equally impactful. His work moved beyond surface-level comparisons to deliver sector-led, detailed analysis of cost per pupil across finance processes. This approach helps trusts make evidence-informed decisions and understand the hidden costs of routine operations.
Taking Control in Uncertain Times
As Stuart McCluskey from Civica noted, many of our discussions were marked by a real sense of urgency. In some sessions, announcements about funding or pay awards were unfolding in real time. But rather than react passively, Tribe members responded with intention.
We heard examples of trusts generating income through gym memberships, wraparound childcare and selling services. These approaches are not just about resilience. They are about trusts taking greater control of their financial futures in order to invest in what matters most.
A Platform for What Comes Next
I am incredibly proud of what the Tribe has achieved this year. The CFO Playbook is a significant output, but the real success lies in the relationships built and the collective ambition it represents.
This model of peer-led collaboration is one we hope to build on, whether through future regional tribes or deeper exploration of key themes. We know that many trusts across the country face similar challenges, and we hope this resource is both relevant and helpful.
Final Reflections
If there is one thing this year has reinforced, it is that financial leadership in education is no longer just about managing risk. It is about creating opportunity. The most effective leaders are not only improving processes, they are strengthening culture and aligning resources to purpose.
To everyone who contributed to the Tribe, thank you. You have demonstrated that even in the most challenging conditions, possibility emerges when we choose to work together.
Let us keep building from here. Together.
