Breaking the Mold: Leadership as Architectural Alchemy

Wired for Transformation: The Inner Architecture of a Rebel Leader

Most people think leadership is about knowing the rules. For me, it’s always been about knowing when to rewrite them¹.

From the outside, I might appear composed—the seasoned school leader, the polished professional, the one who shows up and gets the job done no matter the storm. But beneath the surface is a different engine at work. One that doesn’t settle for what’s always been done. One that questions, pushes, and transforms. I’m not built to follow outdated systems—I’m here to challenge them².

That drive isn’t something I picked up in a workshop. It’s part of my inner wiring. I’ve always had this sense, this pull, to do things differently. To question why. To advocate for what could be better—even if it meant being the only one speaking up. Call it intuition. Call it conviction. Call it a deep-rooted sense that I was never meant to blend in. Whatever it is, it’s never steered me wrong³.

Challenging the Frame, Not Just the Picture

When I first stepped into school leadership, my title wasn’t even “Principal.” I was labeled Director of Early Childhood, a role that carried the full weight and responsibility of a principalship—but with a $40,000 pay gap. Most would have accepted it as part of the system. I didn’t⁴.

Instead of waiting for fairness, I went to work dissecting the injustice. I combed through the job posting line by line until I found the inconsistencies—the places where the language didn’t match the expectations, where the title was masking real leadership work⁵.

I didn’t stop at complaints. I built a case. I created a color-coded binder, drafted detailed documents, and brought my findings to my union, complete with a letter outlining exactly what needed to change. I wasn’t just advocating for myself—I was advocating for the 16 colleagues who were also being undervalued. That work led to a system-wide title correction and equitable compensation⁶.

That is me. That’s how I lead. I don’t just lead buildings. I lead change. I don’t just manage people. I dismantle what’s broken and rebuild what’s fair⁷.

Leading with a Different Frequency

Throughout my 25+ years in education, I’ve been placed in environments that needed shifting. And without fail, I shifted them. Not because I needed control—but because I couldn’t ignore what wasn’t working⁸.

The Cost of Being “Different”

Let’s be honest—being this way