MAT leadership expertise, practical experience, and sector insight define the commitment to evidence-informed governance at Red Lodge Learning.
David Moran led E-ACT, a system MAT, as Chief Executive Officer for six years. During that time, he transformed the organisation’s governance, financial sustainability, and educational outcomes.
That experience shapes everything we do. We understand MAT governance from the inside—the dynamics between board and executive, the pressure of regulatory scrutiny, the challenge of balancing autonomy and accountability across multiple schools, and the practical reality of leading complex change.
Two decades working in education—from classroom teaching in Kenya to school leadership in inner London to system-level reform in Tennessee and England—gives us a grounded understanding of what works in improving educational outcomes for disadvantaged children.
We know the policy landscape. We understand the regulatory environment. We recognise the tensions inherent in MAT structures. And we apply that knowledge to help boards lead more effectively.
We are not a management consultancy pitching services. We are not subject to conflicts of interest from other commercial relationships. We provide independent, objective assessment of governance effectiveness because that’s what boards need.
Our commitment is to the integrity of the governance process and the long-term strength of the organisations we work with.
We exercise independent judgement, disclose any conflicts, and manage relationships appropriately.
All information shared in governance work remains confidential, except where unlawful practices or regulatory requirements demand disclosure.
We are transparent about our skills and experience. We work within our areas of expertise.
We expect full cooperation from clients—transparent access to board materials, participants, and meetings—to ensure integrity of process.
David Moran founded Red Lodge Learning in 2019 following six years as CEO of E-ACT, where he led one of the largest and most complex academy trusts in England through significant transformation.
Before that, David worked in school leadership in inner London, led system-wide educational reform in Tennessee, and taught in Kenya as a volunteer educator. He has spent two decades focused on improving life chances for children in disadvantaged communities.
David has conducted independent board evaluations for multiple Multi Academy Trusts, led major merger processes, provided CEO mentoring, and facilitated strategy development for boards across the sector.
