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It is easy to allow 'closing deals' to eclipse designing relevant and impactful learning experiences for clients. This role taught me how to balance these two priorities to serve and achieve both.

While we already employed a learner management system and various teaching and learning platforms, COVID gave us an opportunity to become a virtual business school overnight and accelerate our knowledge and use of technology in synchronous and asynchronous teaching and learning. We learnt from our prototypes to refine a virtual learning business model that reduces production time and costs, and avoids the trap of simply placing a face-to-face learning experience online.

While I didn't have a traditional marketing background, I had years of entrepreneurial and educational experience in building and scaling education institutions. Henley's dean took a chance on me in this role. This is where I moved from a pond skater to a scuba diver in my knowledge of crafting compelling copy in very few characters, the science behind SEO, and navigating stiff competition in attracting and retaining an audience's attention.

After learning the intricacies of study abroad at scale with CIEE, I returned to long-form education, leading the CityVarsity, Damelin Correspondence College, Intec, and ICESA brands for Educor, equating to approximately 30k students, 400 staff, and budgets to support this scale.

Upon graduating, my alma mater asked me to teach the elective 'Entrepreneurship as managerial practice' to postgraduate students. I designed elements I called 'The middle management vacuum: full responsibility, limited authority', intrapreneurship, and strategy versus wish lists.

Leading CIEE in South Africa was my introduction to study abroad and the complexities of moving large numbers of students safely across continents for intercultural learning experiences. We enjoyed a healthy competition with our colleagues in Prague and Barcelona for the most popular study abroad destination. We partnered with UCT as the top university in Africa and numerous non-profit community organisations to provide our students with powerful intercultural experiences to draw upon for the rest of their lives.

As an aspiring music producer I would read Mix and Sound On Sound magazines from cover to cover each month. In many issues I’d see adverts for this exciting looking place called the School of Audio Engineering. I aspired to study there. Fast forward a decade and I was employed by SAE. I was delighted, and have never taken this for granted. With an incredible team I led the building of the South African business from scratch and I learnt the complexity of leading an educational business and the responsibility of balancing the academic excellence and financial health of the institution. This role also exposed me to the value and challenges of a head office located in the global north, while operating in the global south I loved the intercultural learning through working with colleagues across the world. We fitted a campus, outgrew it, built a far larger campus, outgrew it, and continued to learn and evolve until I passed the baton to a successor to take it further.