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Rebecca Gifford Goldberg

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Rebecca Gifford Goldberg
Senior Partner and Strategic Advising Practice Leader
Strategic Advising

Background: Rebecca Gifford Goldberg is a senior partner and Strategic Advising practice leader at Bellwether. Prior to joining Bellwether, Rebecca worked at McKinsey & Company, where she managed engagements with leading global institutions on growth strategy, sales and marketing, and operational efficiency in the health care and education sectors. Earlier in her career, she supported the ongoing operations of a public charter school in Washington, D.C., and worked with parents and students to launch an innovative school model in Maryland. Rebecca directed the Maryland Leadership Workshops’ senior high program for three years, working with students from diverse backgrounds from across the mid-Atlantic on leadership skills development.

Rebecca holds a master’s degree in business administration from Harvard Business School and a bachelor’s degree in public policy from Princeton University’s School of Public and International Affairs. Rebecca serves on the board of directors for the SEED Foundation. The sister, daughter, and granddaughter of public school educators, Rebecca lives in the Washington, D.C., area with her husband and two children.

Why I do this work: Postsecondary education was the gateway to a better life for my family and my husband’s family (he is a first-generation American). I want to make sure all children —  especially Black, Hispanic/Latinx, low-income, and other students who have been historically denied opportunity — have the opportunity to complete a postsecondary degree and achieve their goals.

Experience at Bellwether: Strategic Planning; Quantitative and Qualitative Analysis; Data Collection and Analysis; Analysis; New Organization Design and Launch; Business Plan Development; Growth and Expansion Strategy; Human Capital/Organizational Design; Performance Improvement/Sustainability; Performance Metrics; Grant Development and Implementation; Financial Analysis and Modeling; Implementation Planning; Market Assessment; Project Management; CMO/Charter School Operators; District Schools; Foundations; Advocacy Organizations

Client segments served: Early Childhood; K-12 Schools; Postsecondary/Higher Education; School Districts; CMO/Charter Schools; Foundations and Grantees; Nonprofit Organizations; Policy Organizations; Advocacy Groups; Product and Service Providers

Sample clients: The Achievement Network, Chan Zuckerberg Initiative, Communities in Schools, DC Bilingual Charter School, Education Forward DC, Higher Achievement, IDEA Public Schools, OneGoal, Partners for Education (at Berea College), UP Partnership (Bexar County), Yu Ying Public Charter School

Recent Media

Ashley LiBetti
Juliet Squire
Justin Trinidad
Amy Chen Kulesa
Rebecca Gifford Goldberg

One of the greatest promises of the charter school movement has been the potential to create diverse school models to meet the varied needs of children, families, and communities. As policy makers and charter leaders have recognized the need to hold charters accountable for strong performance, however, there has been a move towards more standardized ways of evaluating the potential and performance of schools. And now, COVID-19 has upended how charter schools across the country are operating and how authorizers hold schools accountable for outcomes. This report and related toolkits shed light on what authorizing looks like in practice when fostering a diversity of school models and holding them accountable for quality.