A former broadcast news leader on crisis communications, trust, and why school systems must think—and communicate—like modern brands to survive and thrive.
INTERVIEW | by Victor Rivero
For more than two decades, Greg Turchetta shaped narratives in high-pressure newsrooms, where speed, clarity, and credibility defined success. Today, as a strategic communications advisor at Apptegy, he’s applying those same instincts to a very different audience: school communities navigating scrutiny, declining enrollment, and rising expectations for transparency.
In this conversation with EdTech Digest, Turchetta reflects on his transition from journalism to K–12, and why he believes public education isn’t failing—but its communications model is. From crisis response to everyday storytelling, he argues that districts must move beyond reactive messaging and embrace a more strategic, audience-first approach.
At a time when trust is fragile and competition for students is intensifying, Turchetta makes the case that how schools communicate may matter as much as what they deliver.
You spent a decade-plus leading newsrooms and shaping public narratives—before shifting into a role that’s less about breaking news and more about building trust within communities. What prompted that move into education?
When I was in TV news, I believed we were providing a vital community service—being a voice for the voiceless and holding leaders accountable. Around 2013, I started to feel that news was drifting toward corporate priorities, chasing ratings and viral moments.
What drew me to K–12 was the opportunity to support students, teachers, and communities. Public education was under constant attack, yet it wasn’t effectively telling its own story. I realized my experience could help change that—elevating the positive, highlighting student success, and shaping how communities view their schools.
‘Public education was under constant attack, yet it wasn’t effectively telling its own story.’
As you moved from the speed of the newsroom into a more collaborative, stakeholder-driven environment, which parts of your toolkit translated most—and what did you have to relearn?
Speed, clarity, and storytelling translated immediately. Crisis management, audience segmentation, and understanding how communities consume information were all directly applicable.
What I had to learn was coalition-building. In education, you can’t just implement change—you need buy-in from teachers, principals, and stakeholders at every level. It’s a more collaborative, slower-moving environment. That shift—from rapid execution to consensus-building—was a major adjustment.
In high-stakes environments where trust can be won or lost in minutes, how does effective crisis communication in a school district differ from the breaking-news mindset?
It’s built on empathy and controlled speed. You have to communicate quickly, even before you have the full picture, while being transparent about what you do and don’t know.
If you wait, you lose trust—and that can take years to rebuild. The district must be the first reliable source of information for families.
In news, the goal is to be first. In schools, the goal is to be right, responsible, and reassuring. You’re not just reporting a crisis—you’re managing it for families while also responding to media scrutiny.
You’ve helped lead major perception turnarounds—shifting from reactive messaging to proactively telling a district’s story. What were the first moves that made the biggest difference?
First, build trust with leadership. You need credibility to push for transparency and proactive communication.
Second, tell your own story. If you don’t, others will define it for you—often negatively.
Third, create systems for storytelling. Empower teachers and staff to share what’s happening in classrooms every day. The volume of positive stories can outweigh the negative—but only if you make it a priority.
Finally, listen. Communication isn’t just about pushing information—it’s about understanding what families need and responding to it.
With school choice reshaping the landscape, districts are no longer operating as monopolies but as mission-driven brands competing for trust and enrollment. What mindset shift is required to succeed in this new reality?
Districts are no longer the default option—they have to demonstrate their value.
The old mindset was reactive: share what’s required and assume families will come. The new reality demands proof—showing outcomes, demonstrating value, and communicating consistently.
If districts don’t adapt, they face real consequences: declining enrollment, reduced funding, and erosion of trust. The districts that succeed will be those that clearly show why they are the best choice for students.
At a time when communication itself has become a competitive advantage, what are the most common mistakes districts make—and the simplest ways to fix them?
A few stand out:
- Communication is often internal-facing instead of audience-focused.
- Districts rely too heavily on a single channel.
- They talk about programs instead of proving outcomes.
- Websites are outdated and hard to navigate.
The simplest fix is to think from the audience’s perspective: What do families need, and how can we make it easy to access, understand, and act on?
Trust is the ultimate currency—and every communication either builds or erodes it.
‘Trust is the ultimate currency—and every communication either builds or erodes it.’
As expectations around transparency and engagement continue to rise, what trends are you seeing in how districts are responding—and what’s driving those shifts?
Districts are under more pressure than ever—from politics, parent expectations, and enrollment challenges. That’s forcing a shift toward more proactive, transparent communication.
The most effective districts are moving beyond press releases and telling consistent, data-backed stories about student success. They’re also creating more opportunities for two-way engagement—listening as much as they speak.
If communication is now foundational to trust, enrollment, and overall district success, what’s the single most important priority for leaders in the next 12 months?
Unify your communications platform.
Districts often have fragmented systems—websites, emails, social media—all disconnected. That creates confusion and inconsistency.
A unified platform becomes the single source of truth. It allows districts to create once and publish everywhere, improving clarity, speed, and trust.
It also signals professionalism and competence to families—and in today’s environment, that matters more than ever.
Looking ahead, as AI and technology accelerate change across education, how should districts think about adopting new tools while maintaining trust and clarity?
Technology is accelerating expectations. Families now expect immediate, 24/7 communication, similar to what they experience in other industries.
AI will play a major role—but its success depends less on the tools and more on how districts manage the change. This is fundamentally about trust, communication, and helping people adapt.
The districts that succeed won’t just adopt new technologies—they’ll guide their communities through the transition with clarity and confidence.
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Victor Rivero is the Editor-in-Chief of EdTech Digest and Executive Producer of EdTech Digest’s Future Focus Forums (F3), bringing together edtech companies with top U.S. school district technology leaders for direct feedback on new and emerging products. Write to: victor@edtechdigest.com
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