Brian Masterson

VIRGINIA — Following the conclusion of four superintendent interviews last week, the ISD 2142 St. Louis County School Board voted unanimously Thursday to offer the district’s top leadership position to Brian Masterson, currently superintendent of Hinckley-Finlayson Schools.
Thursday’s interviews included Masterson and Brad Johnson, superintendent of Renville County West. They followed Tuesday’s interviews with Tara Lere, superintendent of the Plummer-Worley School District in Idaho, and Hannah Frink, student success coordinator for the Perham-Dent School District. All four candidates were interviewed at the district office in Virginia using a standardized format, with board members rotating through a set list of questions focused on governance, budgeting, communication, leadership, and community engagement. Members of the Mt. Iron-Buhl School Board also participated in the process, reflecting that district’s contract with ISD 2142 for a portion of the superintendent’s services.
Brian Masterson
Masterson is in his fourth year as superintendent of Hinckley-Finlayson Schools. He previously served 11 years as a high school principal and began his career as a math teacher and coach. Raised in southern St. Louis County, Masterson told board members that northern Minnesota is home, noting a long-standing personal connection to the region.
In discussing governance, Masterson emphasized proactive communication with the school board, including weekly updates and advance notice of emerging issues. He described his approach as open and consistent, saying he works to ensure board members are informed before decisions reach a formal vote.
Masterson framed budgeting as closely tied to district goals and strategic planning. He said enrollment trends and revenue projections must be continually monitored and aligned with instructional priorities. When reductions become necessary, he said decisions should be guided by district goals and what will most benefit students overall, acknowledging that not all programs can be preserved when funding declines.
Delegation and team alignment were central themes in his responses. Masterson described a model in which district goals inform building-level goals, which in turn shape classroom practice. He emphasized the importance of giving staff time and professional development to implement changes effectively, rather than introducing initiatives without sufficient support.
During the interview, Masterson addressed a controversy in his district involving a Native American Student Association drum group performing at graduation. After community concerns and legal questions were raised, the district reversed its initial plan to allow the drumming ceremony. He acknowledged the decision was unpopular and divided the community.
Masterson said the decision followed consultation with district legal counsel. In the aftermath, he initiated outreach efforts to rebuild trust, including meetings with tribal leaders, community members, and local stakeholders. He also formed a voluntary staff group to engage in conversations about healing and reconciliation. Masterson told the board the district is now in a healthier place than immediately after the controversy and is considering restoring the drumming ceremony in a future graduation.
On crisis communication more broadly, Masterson emphasized safety as the first priority, followed by timely and transparent communication once accurate information is confirmed. He said reporting concerns must feel safe and encouraged so issues can be addressed before they escalate.
Brad Johnson
Johnson currently serves as superintendent of Renville County West and previously held superintendent and elementary principal roles in McGregor. His career spans teaching, coaching, and administration across Minnesota, North Dakota, and Texas. He told board members he is seeking a larger district setting and described ISD 2142 as a place where he could finish his career, estimating he has five to nine working years remaining.
Throughout the interview, Johnson emphasized steady governance and avoiding surprises for the school board. He described providing regular updates and ensuring board members have information well in advance of major decisions. Johnson said he relies on research, Minnesota School Boards Association guidance, and legal counsel when developing recommendations, particularly on policy matters.
Budgeting was framed as an ongoing, data-driven process shaped by enrollment trends and shifting state and federal funding. Johnson noted that districts must continually monitor projections and adjust accordingly. In addressing potential reductions, he said decisions should focus on minimizing impact on students and ensuring changes have the least effect on classroom learning.
Johnson also stressed delegation and alignment across buildings in a geographically large district. He described holding regular administrative meetings and maintaining open communication with principals to ensure district goals remain consistent across schools.
Visibility in schools and communities was another recurring theme. Johnson said he believes superintendents should attend events, be present in hallways and classrooms, and engage directly with students and families. He described a “coffee with the superintendent” model as a way to build trust across multiple communities and noted that, in previous roles, he made a point of meeting extensively with local leaders during his first months on the job.
When asked about difficult leadership decisions, Johnson referenced a situation in which he terminated a well-liked staff member but was unable to publicly share details due to data privacy laws. He acknowledged such decisions can draw criticism but said leaders must accept criticism while acting in the best interest of students.
On crisis communication and misconduct reporting, Johnson emphasized prompt investigation, use of legal counsel when appropriate, and ensuring that concerns are addressed thoroughly and transparently within the bounds of privacy law.
Board discussion
and vote
Following the completion of Thursday’s interviews, board members discussed all four candidates. Members shared positive comments about each applicant before turning to next steps.
Lee Warne, superintendent search coordinator with the Minnesota School Boards Association, outlined options the board could consider, including conducting second-round interviews or extending an offer to one of the four candidates interviewed.
Chris Koivisto, supported by Mallory Manick, moved to offer the superintendent position to Masterson. The motion passed unanimously.
The board then discussed contract terms. Earlier in the search process, members had established a salary range of $145,000 to $180,000. Ron Marinaro, supported by Linsey Larson, moved to offer Masterson a first-year salary of $145,000 under a three-year contract negotiated by the board’s committee. Years two and three will be negotiated between April 1 and July 1 of each year. That motion also passed unanimously.
According to a district news release, Masterson said he is excited about the new opportunity and will begin his new role as superintendent of St. Louis County Schools, ISD 2142, on July 1.