The professional challenge is Black, Asian Minority Ethnic Chief Executive Officers (BAME CEOs) who lead Multi Academy Trusts (MATs) in England need to navigate turbulence to assure all schools within their MATs are high performing. Three aims address the professional challenge. First, to describe what turbulence these BAME CEOs navigate. Second, to establish who helps them navigate the turbulence. Third, to describe and understand what kinds of cultural change the BAME CEOs of MATs articulate is needed to navigate or remove the turbulence to optimise student learning and Empower Young Societal Innovators for Equity and Renewal (EYSIER). Finally to theorise the logical, empirical, moral and ethical evidence to present knowledge to action to empower BAME CEOs for EYSIER. Semi structured interviews were conducted with five BAME CEOs of MATs from a population of 17. Evidence reveals fast moving mergers through forced takeovers by large MATs prevent quality succession planning in education. BAME CEOs with professional educational credentials and DfE (2014) education leadership values, identified that empty, small and even medium MATs were vulnerable without the necessary infrastructure or capital to grow their MAT. CEOs of large MATs with principles that may map to The Independent Commission on Good Governance in Public Services in 2004 (ICGGPS, 2004), but without professional educational credentials or track record of being a successful teacher, or educational leader who can transform schools from failing to good or outstanding, may force a hostile takeover (Diamond, 2012). The CEO, who does not know how to improve schools, may employ the former CEO of the empty, small or medium MAT as a consultant to improve schools from failing to outstanding. Such dismantling of the system does not empower enlightened professionals to organise education with wisdom, traditional knowledge, and innovation through professional constructive networks underpinned by ethos, pathos, and logos. The current system depends upon enlightened humans in their private capacity (Dewey, 1916), rather than legislation that supports high quality leaders with a track record of, and appetite for, the transformation of failing schools to good and outstanding one school at a time. Knowledge to Action identifies that turbulence in the education governance system needs to be described. Enlightened professional educational leaders need to mentor BAME CEOs of MATs to become the enlightened professionals of the next generation who can Empower Young Societal Innovators for Equity and Renewal (EYSIER) for building peace and sustainable economic, cultural, and political prosperity.

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