Sector VP, K-12

Role & Responsibilities

• Propose and drive the K12 strategy in close partnership with the President, GCO and execute that strategy through the cross-functional leaders who make it real.
• Own the K12 strategy: Set the multi-year direction for how Instructure wins in K12. Hold the Canvas K12 installed base — its renewals, expansion, and competitive defense — as the foundation.
• Build MasteryConnect and assessments, Studio, Parchment K12, and Parchment Digital Brands and Pathways into the adjacency portfolio that turns Canvas K12 into a platform.
• Develop the strategy with your Operational Leadership Team. Make the named bets. Make the named no’s.
• Author the K12 Strategy Contract — the annual artifact that locks in targets, bets, resourcing, and the functional commitments needed to deliver.
• Own top-line performance: Accountable for K12 non-renewal bookings, renewal bookings, revenue, and ARR — across Canvas K12 and the adjacency portfolio.
• Hit the number within an approved budget. Read the metrics, see what’s off track early, and drive the mitigation.
• Canvas K12 renewals at or above plan are the foundation. Adjacency growth — both as attach into the Canvas K12 base and as standalone wins outside it — is the headline.
• When the sector contribution margin P&L lands, lead reallocations across functions within that envelope, in conjunction with the functional leaders.
• Orchestrate the cross-functional team K12 execution runs through senior leaders in Sales, Customer Success, Marketing, Product, Finance, and others — the Operational Leadership Team.
• Partner with functional leaders: The VP, K12 and Instructure’s EC functional leaders are co-accountable to K12 results. Partner closely with the Chief Growth Officer, Chief Marketing Officer, Chief Product Officer, Chief Financial Officer, and others — aligning on what each function owes the sector, holding each other to those commitments, and resolving disagreements at the right level.
• The Strategy Contract is the artifact that makes this work. The relationships are what makes it stick.
• Shape the product roadmap: Bring the K12 signal — competitive losses, potential ARR, customer evidence, attach economics — to the Chief Product Officer and the broader Product organization. Work especially closely with the Product leaders for Canvas K12, MasteryConnect, Studio, Parchment K12, and Canvas Credentials.
• The CPO owns the roadmap call. Once roadmap commitments are made, the CPO and the VP, K12 are co-accountable for delivering on time.
• Be the external face of K12: Represent K12 with district leaders, state DOEs, partners, analysts, and the press. Spend meaningful time with district superintendents, CTOs, and chief academic officers; with state DOE leadership, state procurement teams, and state-level assessment programs; and at the industry events and associations where K12 decisions get shaped — ISTE, ASU+GSV, state associations, and others.
• Build strategic partnerships that accelerate growth — including with the SIS vendors, content providers, and assessment partners that define the K12 ecosystem.
• The K12 story — how Instructure is different, why Canvas K12 plus the adjacency portfolio wins, where it’s going — comes through you.
• Be a credible voice at the executive level: Represent K12 at the executive level, including periodic EC and board engagements. Translate sector performance and bets into the commercial language that matters — pipeline, bookings, renewals, ARR, attach rates, margin. Partner effectively with the Sales, CS, Marketing, Product, and Finance leaders at the table.
• Optimize for ROI: Make smart investment decisions across the sector. Hold programs to measurable standards. Reallocate resources without sentiment when the data warrants it. Demonstrate the measurable performance of K12 across bookings, renewals, pipeline, customer health, product traction, and adjacency attach.

Your Team

• You will build a small dedicated team to support sector leadership — roles likely to include a sector strategy and operations lead and a business development or partnerships lead.
• The rest of K12’s commercial muscle — Sales, Customer Success, Marketing, Product, and others — sits inside the EC functional organizations and operates as your Operational Leadership Team.

What Success Looks Like in Year One

• Canvas K12 is performing at or above plan on renewals, expansion, and competitive defense.
• The installed base is healthy and durable.
• Adjacency portfolio bookings — MasteryConnect and assessments, Studio, Parchment K12, Pathways and Canvas Credentials — are tracking to or beating the LRP, in both attach to the Canvas K12 base and standalone wins outside it.
• The K12 Strategy Contract is signed, real, and operating.
• Functional leaders’ annual performance goals include specific, measurable commitments to K12, and those commitments are being delivered.
• The K12 Operational Leadership Team operates like a team — not a collection of dotted-line participants. Members treat the sector as Team One.
• The cadence is humming.
• The Instructure roadmap reflects K12 priorities where the signal warranted it — both for Canvas K12 and the adjacencies — and the agreed roadmap commitments are landing on time.
• District leaders, state DOE leadership, partners, and the K12 analyst and industry community know who the VP, K12 is and what Instructure stands for in this market.
• You’ve earned credibility with the President, GCO the EC, and the functional leaders through results and how you operate, not just your title.