Why this role exists
Signing a university partnership is the easy part. Making it work — filling seats, running the programme well, placing students, keeping the Registrar and the Chancellor’s office confident that the partnership was a good decision — is where the business is actually won or lost. And it all comes due once a year, at renewal.
This role owns that. You are the single point of accountability for a portfolio of partner universities: their success, their satisfaction, and their renewal. You are the bridge between the institution and every internal team at Virohan — admissions, academics, placements, operations, finance — translating in both directions, setting expectations honestly, and making sure what we promised is what actually happens on campus.
It is a role for someone who can hold a difficult conversation with a Registrar in the morning and a data-led escalation with an internal team in the afternoon, and move both towards the same outcome.
What you’ll own
• Renewal targets- Carry and deliver the end-of-year renewal goal for every university in your portfolio. Renewals are the number you are measured on, and you own the plan to get there from day one of the year — not in the last quarter.
• Partner success- Define what success looks like for each partner — enrolment, programme delivery, student outcomes, placements — then track it, report it, and drive the internal action that moves it.
• The relationship map- Build trusted relationships across each institution: Registrar, Deans, HoDs, admissions teams, and the leadership who ultimately sign the renewal. Never be dependent on a single contact.
• Expectation setting- Agree what Virohan will deliver and what the university will deliver, in writing, up front — and hold both sides to it. Most partnership failures are expectation failures.
• Internal advocacy and escalation- Represent the partner's reality inside Virohan and get cross- functional teams to act, without having authority over them. Escalate early, with evidence, and follow through to closure.
• Business reviews- Run a disciplined cadence of reviews with each partner — a clear numbers-led narrative on what is working, what is not, and what happens next. These reviews are what make the renewal conversation a formality.
• Commercial conversations- Lead renewal negotiations, pricing and scope discussions, and identify expansion within existing partners — new programmes, new campuses, higher intake.
• Risk detection- Spot an at-risk account two quarters out, not two weeks out. Build the early-warning signals into how you run the portfolio.
What we’re looking for
• 3-6 years of experience in business roles, with real ownership of a number — retention, renewal, revenue or growth. You have been accountable for an outcome, not just for supporting one.
• Outstanding communication. You are credible in a Registrar's office and clear in an internal escalation. You can say no, deliver bad news early, and still keep the relationship strong.
• Logical, structured thinking. You diagnose why an account is underperforming rather than reacting to the loudest complaint, and you can separate a real problem from a symptom.
• Comfort with numbers. You are fluent in spreadsheets and you run your portfolio off data —
enrollment funnels, placement rates, revenue per partner, renewal probability. You build your own view rather than waiting for a report.
• Strong AI leverage. You already use Claude and similar AI tools to prepare for reviews, analyse partner data, draft proposals and cut your admin time. We want someone who compounds their own output.
• Clear writing. Review decks, partner emails, MoU scopes and internal escalations that are
unambiguous and get acted on.
• Ownership and follow-through. You close loops without being chased. When something falls between two teams, you pick it up.
• Willingness to travel. You will be on partner campuses regularly. The relationship is not built over email.
This role is probably not for you if
• You see account management as relationship maintenance rather than a number you carry.
• You are uncomfortable pushing internal teams, or you avoid difficult conversations with a partner until they escalate.
• You would rather report on the portfolio than be accountable for it.
What you get
• A clear number and real ownership — your portfolio, your renewal target, your call on how to get there.
• Senior exposure, internally with Virohan’s leadership and externally with university leadership, from your first month.
• Work that matters — every partnership that renews is another few hundred students with a route to a real healthcare job.
If you believe in making an impact on society and are keen to be a part of the fast growing healthcare education sector, we would be delighted to hear from you!
