Tiffany D. Trotter

• PS-12 school of 200+ students, 73 employees, and $8.6M annual operating budget
• Spearheaded $3 million campus redevelopment project across 10,700 square feet of a historic Georgian campus, renovating 13 classrooms, 7 offices, and 4 specialized spaces across multiple wings (lower school, upper school, library, laboratory building, and gymnasium/auditorium) while maintaining full school operations over 1.5 years on our two-acre campus
• Directed successful candidacy process for International Baccalaureate World
• School status (PYP & MYP), positioning school for 2025 authorization
• Increased enrollment by 12% in one year through strategic admissions initiatives while reducing tuition discount rate from 60.1% (SY24/25, 50 students) to 22.4% (SY25/26, 42 students) for newly admitted students
• Led digital marketing initiatives that drove 30-65% year-over-year growth in, Business Profile interactions across all metrics, including a 111% increase in website clicks and 102% increase in engagement during critical enrollment periods, significantly enhancing visibility and prospective family outreach
• Launched comprehensive rebranding initiative including new website development and marketing strategy; secured Board and alumni donor support to expand marketing budget; contracted strategic marketing partner (AiMS) to elevate digital advertising capabilities with first-ever implementation of A/B testing across creative elements and CTAs, multi-channel campaign management, and enhanced, Business Profile optimization, resulting in improved digital presence and lead generation
• Enhanced fundraising effectiveness: in a school building its culture of philanthropy, increased parent donations by 100%, grew total donations by 50%, and expanded donor base by 53% within 6 months; secured school's first endowed gift ($25,000)
• Implemented enterprise-wide security enhancement program encompassing both physical and cyber infrastructure
• Strengthened governance by expanding board membership by 30%, adding expertise in education and entrepreneurship, enhancing board functionality and diversity

• Directed academic division serving 150 students in grades 6-12 with 24 faculty members and $6.5M budget
• Enhanced student support in 2018 through comprehensive mental health program implementation including, Program (Yale Center for Emotional Intelligence) and full-time counseling services
• Developed proactive COVID response, preparing faculty and students for remote learning before citywide shutdown, resulting in hybrid in-person and remote learning for SY20/21 and consistent enrollment during the height of the pandemic (2020-2022) in contrast to national trends (2-9% loss in small schools)
• Introduced project-based learning to enhance Middle & Upper School program
• Created and refined operational systems that improved efficiency and accountability in course enrollment, graduation tracking, and student services

• Co-led divisional leadership team overseeing 200+ students and 50+ faculty
• Transitioned pedagogy to project-based learning, resulting in [specific outcome - student performance increase/engagement metric]
• Implemented comprehensive faculty evaluation system that informed professional development and improved instructional quality

• Alongside the Division Head, was one of two founding administrators for the Upper School
• Served as founding Head of Grade for inaugural high school class, growing from 42 to 56 students(+25%) in four years, and shepherding students to top colleges including Stanford, Yale, and the University of Chicago
• Partnered with senior leadership to shape institutional culture during critical growth phase,expanding from one grade (42 students) to a full high school (200+ students)
• Developed comprehensive grade-level programs aligned with school's global vision
• In a start-up school environment, developed all systems necessary for running a school
• Built partnerships with key stakeholders including parents, faculty, and administrators, building faculty cohesion and parental buy-in for curriculum and programming

• Director of Junior Studies Program, leading interdisciplinary team of 10+ faculty members from 9 departments, teaching a required 9th grade course; conducted comprehensive curriculum overhaul and implementation
• Served on Principal's Search Committee, one of four faculty members (of 200+ faculty) selected to determine leadership transition
• Served in key capacities through work on:
• Appointments & Leaves Committee (evaluating untenured faculty)
• Agenda Committee (faculty advocacy; was highest vote recipient of 200+ faculty) o Curriculum Committee (successfully revised trimester calendar)

• Dormitory Head (2004-2012) of boys dorm with 40+ students; led team of 5 faculty members and 5 senior proctors