Lead new partnership development and account management for StackRoute Learning. StackRoute is a subsidiary of NIIT, a dominant player globally for IT Managed Training Services with more than 80 of the Global 500 companies as clients and a 10-year streak of 100% client retention to go with a stellar NPS score. We are well known for very high-quality IT education since 1981 and are at least partially responsible for turning India into an IT powerhouse. StackRoute offers non-credit bootcamps in partnership with institutions of higher education in the US leveraging NIIT’s curriculum and instructional resources and expertise. We are currently seeking new university partnerships in certain geographies.

Responsible for building formal partnerships with universities to select, design, plan for, launch and operate successful online degree programs. Each new partnership is a unique start-up venture that leverages some combination of our company’s services (which encompass the entire value-chain), and capital investment in a shared risk/shared reward relationship. Each partnership is typically worth tens of millions of dollars in future revenues to the partnership. Rob brings significant expertise in market selection, offering design, operational consulting and change management, partnership structuring, launch and operating services across the full value chain, and capital investment structures.Since 2010, Rob has developed, expanded, modified, and exited more than 60 OPM partnerships.

Responsible for revenue and revenue growth for the Company. Led crucial student acquisition functions serving all university partners and programs - Marketing and Recruitment Services functions Executive Contribution Reversed an increasing cost per new student start trend that threatened the company’s future. Delivered the only period in the company’s history when cost per start declined ($2,300 to $1,900 on increased start volume 3,800 to 4,700 starts). Discovered in the merger with our most respected competitor (Embanet) in late 2010 that we sourced students nearly twice as efficiently as they did, and in substantially higher volumes.  In response to rapidly increasing cost per lead and slow pace of innovation, I rebuilt our marketing department with new top level leadership and operating design, bringing in new leadership and operating processes with two distinct groups – Marketing Operations (strategy, creative development, and investment yield management) and Interactive Marketing including a culture of continuous asset testing and optimization.  All but eliminated the Company’s dependence on third party lead aggregation vendors by developing our indigenous capability and capacity to generate 85% + of our student inquiries. Grew the organization from $20.7M to $32.8M in revenue, from $3.2M to $7.4M EBITA, and margins from 15% to 23% with nearly 200 people prior to the sale and merger with Embanet. During this time we added 6 new program partnerships and associated investment – each a net loss to earnings over the first several program years.

Responsible for Company P&L. Provided executive leadership to the four core functional service areas within Compass – Marketing, Recruitment, Retention, and Instructional Design/Technology services; simultaneously led the business unit cross-functional service delivery and accountability structure, consisting of 4 business units. Executive Contributions Led transition from a functional-centric organization to a cross-functional team service delivery model with accountability at the program team/business unit level. Established the Partnership Director position at Compass responsible for cross-functional program team leadership, Academic Partner account management, and profit and loss accountability at the academic program/business unit level. Implemented new meeting rhythms, reporting, and operating processes. Selected, hired and managed these key leaders. Transitioned from central control of program investment to distributed model under the guidance of Partnership Directors, including monthly process by which additional funding or funding adjustments between business units could occur. Developed forecasting and budget models and processes. Launched the Organizational Partnerships operating team as an additional means of sourcing students. Brought new leadership into the Retention Services department and established a proactive prevention and intervention based approach to retention services. Built a professional and highly effective Retention Services function, following a similar model from the Recruitment Services Department, with a Director under my leadership. Grew the organization from about 55 people to nearly 100 employees, revenue from $7.7M to $20.7M, and EBITA from $2.1M to $3.2M (accounting change to expense direct marketing); while adding 13 partnerships and associated investment – each a net loss to earnings over the first several program years.

Functional department leadership for student recruitment operations including phone and email sales, advising, and support through application, financial aid, registration, and student success preparation. Member of 5-person Executive Leadership Team.Accomplishments Inherited a team is disarray in a caustic culture wrought in functional silos, and built it into the strongest department in the company.  Transformed culture for the Department and whole Company, with core values Integrity, Courtesy, Quality, and Efficiency integrated into every aspect of operations – recruitment, selection, training, performance management, incentive pay, and recognition. Transitioned the sales culture to a consultative approach - relate, discover, advocate, and support Developed lead management system and customized the CRM to support the advisor approach to student recruitment. Defined lead statuses and marketing channels in CRM and developed new reporting system and management practices design, still in use today (2016).  Wrote and taught proprietary sales training and implemented secret shopping in support of training effort. Implemented behavioral selection process and developed on-boarding program that upgraded our talent level - focused on hiring talent over experience. Given leadership award by Recruitment Services team upon promotion to VP of Ops in 2005. Average # of new student starts per Enrollment Advisor grew from 42 to 60 per year Expense per new student shrank from $1,151 to $840. Company revenues $5.5M to $7.7M and net income from near zero to $2.1M Reduced turnover and improved satisfaction for all stakeholders.

Ran segments of Orlando Call Center Operations. Built distribution relationships with Marriott corporate partners – Amex, Visa, and American Airlines.

Member of sales team that launched this new business venture within the Walt Disney Company. Left sales organization as the #1 career sales volume leader in the company.