Chief Strategy & Growth Officer

Description

Job Title: Chief Strategy & Growth Officer 

Full-Time, 12-Month Position, Role Level 6

Reports To: Chief Executive Officer

Supervisory Responsibilities: Yes

Who We Are:

YouthBuild Philadelphia Charter School is a tuition-free, public charter high school with a singular focus on supporting youth aged 17-20 who have been pushed out of traditional schools. During our 1-year alternative program, YouthBuild facilitates a warm, loving culture that uses a variety of structures to build community, such as a restorative-justice approach to discipline, weekly community meetings, and school-wide service projects. Students are empowered to attain their high school diplomas and vocational certifications while receiving unconditional support from the staff around them. At YouthBuild, we work intentionally to disrupt the cycle of poverty and support our students to achieve post-secondary success (4-year college, 2-year college, vocational training program, or liveable wage job). Visit https://www.youthbuildphilly.org/ to learn more.

The Opportunity:

YouthBuild Philadelphia Charter School is entering a new chapter, one defined not by recovery, but by intentional, disciplined growth. By School Year 2030-2031, YouthBuild Philly aims to serve up to 500 students across day and evening programming, with strong student outcomes, a codified program model, sustainable finances, and the systems needed to support high-quality implementation at scale. The next five years include launching an evening school, opening a student-connected eatery on Ridge Avenue, resolving our long-term space and facilities needs, codifying our program model, and requesting a charter enrollment amendment.

The Chief Strategy & Growth Officer (CSGO) exists to make that plan happen. Reporting to the CEO and serving as a peer to the COO, CFO, Chief Advancement Officer, and Principal/Head of School, the CSGO owns implementation of our five-year strategic direction end to end: coordinating the launch of growth initiatives, owning the organization's postsecondary pathway outcomes, serving as the keeper of our most significant organizational relationships, driving the space planning process to a board-approved decision, and acting as the internal integrator across the executive team and the CEO's office.

Because we are a small nonprofit, this is emphatically a player-coach role. The CSGO carries a small team and a large mandate, and closes the gap with their own hands: building the project plans and running them, drafting the board materials, negotiating the partnership agreements, and standing in the eatery the week it opens. The ideal candidate moves between a board-level strategy conversation and a vendor logistics spreadsheet in the same morning, and finds energy in both. Candidates who have been the person who makes the thing exist, whether a program launched, a site opened, or a plan executed, will recognize this job immediately.

What You’ll Do:

Strategic Plan Implementation  

• Translate the FY27–FY31 Strategic Direction into a multi-year implementation roadmap with measurable goals and objectives that guide organizational decision-making and progress.
• Establish and run a quarterly strategic plan review cycle with the executive team, including preparing materials, facilitating conversations, documenting decisions, and producing board-ready reporting with the CEO.
• Lead development of the organization's next full strategic plan in SY27-28, including process design, stakeholder engagement, landscape research, facilitation, and writing.
• Prepare the charter amendment request for the enrollment cap increase on the SY29-30 timeline, building the evidence base and coordinating submission with the Compliance team.
• Support the CEO and CFO in the adoption of the organization's investment strategy by managing the decision process and preparing board materials.

Growth Initiatives & Enterprise

• Oversee the launch of the evening school for SY26-27, coordinating across staffing, facilities, compliance, enrollment, scheduling, technology, budget, and communications to ensure a successful opening and stabilization.
• Design the evening school assessment framework with school leadership, defining quality standards across student outcomes, staff sustainability, and financial viability, and lead the formal SY27-28 assessment that informs whether and how the model scales.
• Lead codification of both the day and evening program models in SY28-29, documenting practices, staffing models, cost structures, and quality standards that support growth without diluting the student experience.
• Own the launch