Chief Business Officer

About the role

What This Role Is The infrastructure for global human capital mobility is not built by platforms alone. It is built by the relationships that sit underneath them: the government that agrees to a bilateral education framework, the university system that commits to a decade-long enrolment partnership, the enterprise that decides to route its talent pipeline through a single trusted operator. These are not transactions. They are architectural decisions that shape how talent moves across borders for a generation. Manifest Global has built something that did not exist five years ago: a multi-brand platform infrastructure spanning K12 counseling, university guidance, student placements, and AI-powered university outreach, operating across 50+ countries. The platform is real. The data is real. The school and university network is real. What the group has not yet fully built is the commercial layer that takes that infrastructure to the institutions, governments, and enterprise partners that can scale it fastest, and the person who opens the corridors that no individual brand can reach alone. That is what this role exists to do. Not to manage a sales team within one brand. Not to optimise a pipeline that already exists. This is the group-level commercial mandate: to identify and open the highest-leverage partnerships across every Manifest business, to build the government and institutional relationships that create durable, compounding revenue, and to develop the new commercial frontiers, workforce, employers, bilateral education agreements, transnational education, that sit beyond what any single brand currently owns. The Manifest flywheel accelerates when more institutions, governments, and enterprise partners join the ecosystem. More school groups choosing the K12 platform means more students. More students means more data. More data means better recommendations and higher conversion. More university revenue funds the platform. The platform improves, and more schools join. This role is the person who opens that flywheel at the institutional level: the partnerships that are too large, too cross-brand, or too strategically significant for any single business unit to own. You are the group's most senior commercial operator outside the CEO. You work alongside the business unit leaders, not above them. But you go where they cannot: across brand lines, across geographies, into government relationships and enterprise accounts that require the full weight of the Manifest group behind them. What Makes This Role Different Most senior commercial roles at growth-stage companies are optimisation roles. You inherit a market, a pipeline, and a playbook, and you execute better than your predecessor. This is not that. The mandate here is genuinely open-ended in a way that few roles at this level are: the commercial frontiers Manifest has not yet crossed are larger than the ones it has. Workforce infrastructure, employer partnerships, bilateral government agreements, transnational education frameworks. None of these are fully built. The person in this seat writes the playbook, not inherits it. There is also the matter of the asset base you are working with. Manifest's network, 2,000+ K12 partner schools, 1,000+ university partners across 100+ countries, established corridors across India, Southeast Asia, the Middle East, and beyond, is a commercial asset that most operators in this space spend careers trying to build and never reach. You are arriving with it already in place. The question is not how to build the network. It is what to do with it at institutional and government scale. The broader overseas education industry is contracting. Manifest is growing. That is not coincidence. It is the result of owning the full infrastructure stack at a moment when standalone players are being squeezed. The timing of this role matters: the window to establish Manifest as the default institutional partner for governments and enterprise in the corridors that matter most is open now, and it will not stay open indefinitely. What You Own Group-level enterprise and institutional partnerships Identify, develop, and close the highest-leverage partnerships across the Manifest group: school groups, university systems, government ministries, multilateral education bodies, and enterprise employers Own the relationships that are too large, too cross-brand, or too strategically significant for any single business unit to manage alone Bring the relevant business unit leaders into partnerships where brand-specific execution is required, while maintaining group-level ownership of the relationship and the commercial outcome Build and manage the pipeline of institutional partnerships that generates durable, compounding revenue across the group Government and bilateral partnerships Lead Manifest's engagement with government ministries, education authorities, and workforce agencies across India, South Asia, Southeast Asia, East Asia, and

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