Issue link: https://www.wacmagazine.com/i/1544632
SPRING / SUMMER 2026 29 Charter school leader Amy Kiyota uses her roles as a mom and CEO to strengthen one another. "My kids make me more empathetic and urgent as a leader," she says. "And leading schools makes me more disciplined and intentional at home." At the WAC, she recharges and connects. "It's a space where I can prioritize my health and create a bit of margin in a very full life," she says. "I heard about the Washington Athletic Club as a historic institution where leaders across industries gather and have fun—a huge motivator for me!— and I was inspired by the role it plays in connecting people who care deeply about this city's future." What does a typical day look like for you? My mornings start early. Before emails and meetings begin, I try to carve out quiet time—sometimes for a workout, some- times just for coffee and a few minutes of thinking. As a CEO and a mom, I've learned that if I don't anchor myself first, the day can quickly take over. I look at my calendar and ask one question: What are the two or three most important outcomes today? at clarity shapes everything. My workday is a mix of strategic thinking and people leadership. Some days I'm in schools—observing classrooms, coaching principals, talking with families. Other days are filled with board meetings, fundraising conversations, legislative advocacy, or planning for expansion. I try to protect time for deep work—long-term strategy, financial sustainability, talent development—because growth without discipline can be dangerous. One thing I'm intentional about is decision-making energy. I don't try to do everything. I hire exceptional leaders, empower them, and hold them accountable. My role is to set vision, ensure clarity, and remove barriers, not to be in every detail. What about family life? Dinner at the table matters to us. We talk about the day—wins, challenges, sometimes very honest reflections. I've stopped chasing the idea of perfect balance. At the end of the day, I try to ask myself: Did I move the mission forward? Did I show up for my family? If the answer is yes, it was a good day. Tell us about some of your biggest accomplishments. Two stand out, and both are about building something that lasts. e first is our purchase of the Impact | Salish Sea Elementa- ry building. For charter schools, facilities are oen the single greatest financial vulnerability. Closing on that building wasn't just a real estate transaction but also a strategic move and locks in stability for our scholars and staff. at decision means more dollars back into classrooms. It means predictability for families. It means we are stewarding public funds responsibly. I'm proud of the sophistication and discipline it took to get there and proud that we did it without compromising our academic priorities. But even more than the building, I'm proud of the team we've built. We've developed leaders from within who are now running schools, overseeing academics, managing finance, and driving enrollment. We've created a culture where excellence and belonging go hand in hand. Amy Kiyota CEO, Impact Public Schools Member since 2024 "I LOOK AT MY CALENDAR AND ASK ONE QUESTION: WHAT ARE THE TWO OR THREE MOST IMPORTANT OUTCOMES TODAY?"