Kregg Cuellar, Superintendent, Spring Independent School District (ISD)

In an interview with Invest:, Kregg Cuellar, superintendent of Spring ISD, outlined his strategic vision for the district’s future, emphasizing its prime location and academic renewal. “The outlook is clear. If we continue to align education, industry, and community, we will not only elevate our students but also strengthen the economic vitality of the entire region,” Cuellar said.

Having just begun your tenure, what early steps have you taken to understand the district’s challenges and opportunities?

My prior three years as Chief of Academics and School Leadership within Spring ISD have been a significant advantage. I have already been integrated into the district’s culture, systems, and inner workings. This experience allowed me to build connections with key stakeholders, including our community organizations, faith-based partners, business leaders, families, and, most importantly, our staff and students. However, the superintendency carries a different level of responsibility, as I am now entrusted with leading over 33,000 students toward success.

I do not pretend to know every detail of the system, and this new role will require continuous listening, learning, and growing. Yet, there is no time to pause. I’m moving fast and furious on

the work because the kids deserve it.
The advantage of an internal transition is that I can keep the ship moving forward while actively bringing the community and all stakeholders along with me. We are moving with purpose because our students deserve immediate action, which began over the summer of 2025 and will continue. At the same time, I am mindful that we must continue to build public trust and engage our entire village to secure a hopeful future for every child.

What makes Spring ISD, and its location in the Greater Houston area, stand out for families and businesses?

Spring ISD is situated in a prime location in north Houston. We are celebrating our 90th anniversary this year, which speaks to our long history as a thriving community. We enjoy the benefits of being part of the metropolitan area while also having access to the surrounding communities. Fundamentally, we are in a mecca of industry. We have strong partnerships with major corporations like ExxonMobil, located in the Springwoods Village community, and we are seeing a growing medical industry emerge.

This makes Spring an ideal destination for families and business-minded individuals. It is a perfect location because you have access to beautiful neighboring areas like Klein, Aldine, Conroe, and The Woodlands, with central Houston just a short drive down the interstate. I consider Spring to be one of the most amazing up-and-coming destinations, and I believe we cater wonderfully to a diverse range of families looking to settle down.

With several campuses facing performance challenges, what is your roadmap for academic turnaround, and how are you defining success?

The challenge of talent retention and recruitment is significant in public education today. It is more difficult than in years past to retain a high-quality workforce, as great teachers and leaders are in high demand. When we discuss accountability and scores, it is important to remember that scores are a single assessment, a glimpse in time. They do not fully capture the whole child or the beautiful work our educators do in classrooms every day.

In Spring ISD, we are leaning into this challenge by creating a culture where educators feel valued, supported, and developed. When you invest in your people, you invest directly in student outcomes. Our focus this year is “Together in Culture—Together in Accountability.” This is not merely a tagline since it is a core belief and value for every staff member. If we invest in our people and create a culture of care, support, and high expectations, we will fulfill the second part of that theme: accountability. We will hold each other to a higher standard because our students truly deserve it.

This approach directly addresses the opportunity gap for our children. We are not daunted by this challenge because we see it as our greatest opportunity to prove that with the right support, every child can achieve at high levels. We have the right staff, at the right time, to do the right work. Every person has bought into the mission ahead. I will be bold and state that I anticipate this will be a banner year for Spring ISD, and I expect we will see the most growth in our district than most others in the region. Our 100-day plan emphasizes strong academic turnaround and student success, rooted in the belief that education is the foundation of our region’s economic development.

As career readiness becomes a greater priority, how is the district expanding Career and Technical Education (CTE) and workforce-aligned opportunities?

It is our reasonable service to graduate children; after all, a high graduation rate is the baseline expectation. Our true charge is to graduate students with purpose. We must ensure they are prepared to be competitive in the global economy. This means asking if we are graduating students with an industry-based certification, an associate degree, or fluency in a second language. Are they completing pathways that lead directly into industry or demonstrating success in advanced placement courses?

Our goal is to ensure that when students leave us, they possess the skills, abilities, and foundational knowledge to thrive in their chosen path. A key trend is the demand for adaptable, future-ready skills. It is no longer enough to focus solely on content now, as we must prepare students to be problem-solvers, innovators, and leaders in industries that may not yet exist.

We are navigating this by deepening partnerships with local businesses, higher education institutions, and workforce leaders through internships and externships. For example, our STEM-focused elementary programs and international baccalaureate pathways are designed to expose students early to the thinking and collaboration required in tomorrow’s economy. Initiatives like Roberson Middle School’s partnership with Prairie View A&M University are also critical. Through a six-week wellness program, students engage with public health, mental health, agriculture, and financial literacy. These experiences empower them to address critical issues like food insecurity and community wellness, giving them the tools to shape a stronger future for themselves and the larger Houston metro area.

What will success look like one year into your leadership, and how will you keep stakeholders informed and engaged?

The outlook is clear. If we continue to align education, industry, and community, we will not only elevate our students but also strengthen the economic vitality of the entire region. Success is not defined solely by the final letter grade from the Texas Education Agency. It is also defined by the students we graduate with purpose and how they contribute to the global economy.

We recently highlighted Da’Vion Tatum, a Spring ISD product who graduated from Harvard University with two degrees in four years and is now doing amazing things in the workplace. He is one example of how we define success by how our students contribute to making our nation and the world a better place after they leave us.

We have to continue to share our story, especially as I am a firm believer in how Spring ISD is a wonderful and beautiful community, and we are far more than what an accountability grade represents. This work cannot be done alone; it truly takes a family. 

I must thank our 5,000 employees for their dedication every day, our families for their trust, and the Spring ISD Board of Trustees for their unwavering leadership and partnership. Their support ensures we are not only preparing students for the future but also contributing to the broader economic strength of our community. It takes all of us, and I express my deep gratitude to every person making the dream of Spring ISD a reality.