The adoption of a more "open" national training market in vocational education and training (VET) in Australia has led to considerable changes in VET organizations and considerable challenges for VET managers. Recent research has established the critical role that 'strategy' plays in leading and managing these organizations and the significance of strategic management as a field of managerial practice within VET. In this article, the author further examines the role of strategy in the management of VET organizations by giving attention to issues of space and spatiality. Deploying concepts from actor-network theory and drawing on case data collected from VET organizations, she addresses strategy as a spatializing project. The argument is made that strategy is an accomplishment of a network of relations rather than an individual manager or an individual organization and can take radically different forms ("Big S" strategy; "small s" strategy) and produce radically different effects (economic, educational). More specifically, spatial relations play a constitutive role in strategy formation in VET. Relations of spatiality and strategy are created and sustained together, and where this complex relationship is understood space can serve as a ground for critique. The paper promotes a theoretical and empirical imperative to look keenly to the spaces filled by frontline managers. Essentially interrogatory, these spaces open up the possibility of the negotiation of managerial and organizational identities across differences of strategic management and operational management and, more broadly, of enterprise and education.