while also guiding strategy, resources, and financial decision-making with the same confidence. That blend, education and business acumen, is not positioned as a necessary burden, but as a powerful advantage: it allows the school to make responsible choices, allocate resources strategically, and design an education model that aligns with its values rather than external constraints. THE NEXT 12 TO 24 MONTHS: BECOMING THE PLACE TEACHERS CHOOSE When asked about the vision ahead, Mr Atkinson brought the focus back to the core: teacher quality. Over the next 12 to 24 months, Northholm intends to become more broadly known as a school where exceptional teachers and leaders want to ply their craft, because it is a place where educators are developed, coached, supported, and able to grow professionally. The Northholm Institute for Cultivating Excellence is central to that ambition, and leadership sees it as the “next frontier” in elevating the school to its next level of performance. It may not sound flashy, but the logic is hard to argue with: improve teaching practice, and student outcomes rise with it. A SCHOOL THAT MATCHES ITS MESSAGE Many schools speak about academic outcomes and character development. Northholm’s leadership believes what makes their school different is that it genuinely lives both, supported by intentional structures, disciplined program choices, and investments that align with what matters most. As Northholm continues to expand its learning environment, build a stronger teacher development hub via its uniquely structured Institute focused on excellence, and lead responsibly into the AI era, the school is aiming to preserve the guardrails that made it successful: traditional foundations, clarity of purpose, and a community that is willing to invest in the long-term development of students and staff alike. 82 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 01
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