Global Education Planning and Investor Evidence Head — Interim

The mandate

The seat holds programme forecasts and capital-discussion evidence across the global education portfolio. Enrolment demand, course delivery and cash collection do not move together, yet planning packs often present them as one growth story. The interim will hold the FP&A and investor-evidence seat, ensuring that management can explain the financial consequences of programme decisions without assuming CFO signing authority.

The twelve-month cover starts on 19 October 2026. A permanent planning-head search is active, and the appointee will work five days weekly from Mumbai with scheduled global finance calls. The first planning refresh must separate demand, confirmed enrolments, delivery obligations and collection timing, with explicit ownership for each assumption rather than a consolidated forecast nobody can defend.

At handover, programme owners must operate a common forecast calendar, changes in cohort economics must reconcile to management reporting, and approved investor statements must link to retained evidence. The successor will chair a planning review and refresh the investor evidence index before transfer. Completion does not require a fundraising transaction or a particular growth outcome.

The interim may set planning definitions, reject unsupported forecast inputs and allocate existing analyst work. The CFO approves accounting policy, external financial disclosures and any capital commitment. Programme launch decisions remain with the authorised business leaders; the planning head can recommend withholding an unevidenced case but cannot cancel a programme unilaterally.

Admissions execution, academic content design and financing negotiation are outside the role. The sponsor provides programme contracts, collection schedules and nominated delivery contacts. The remit needs a global FP&A and investor-relations leader who can reconcile programme contribution with collection timing, preserve the approved forecast basis and make commercial uncertainty legible to authorised disclosure owners.

What you will own

• Establish a programme planning dictionary that distinguishes enquiry, confirmed enrolment, delivered learning and collected cash, resolving conflicting inputs through source evidence.
• Direct the rolling forecast refresh so cancellations, deferrals and delivery-cost changes appear as identifiable drivers rather than unexplained top-line adjustments.
• Decide which investor-evidence requests can be answered from approved records, escalating judgemental or unpublished financial claims to the CFO before any external response.
• Introduce a programme investment review that compares contribution, delivery capacity and cash exposure without allowing prestige or gross enrolment alone to determine priority.
• Reconcile planning measures with management reporting, preserving a bridge for legitimate timing differences instead of forcing superficially matching totals through unexplained adjustments that conceal the source timing.
• Chair assumption reviews across global programme owners, recording dissent and trigger conditions where demand evidence remains uncertain so later forecast changes have accountable explanations.
• Transfer the planning calendar, model lineage and investor-evidence controls to the replacement, verifying a live update rather than relying on written acknowledgements.

Candidate qualifications

• Evidence leadership of FP&A in education services or another cohort-based business where demand, delivery and collection timing differ materially. Explain a forecast intervention that changed a programme decision and show how the relevant assumptions were verified. Global coordination must be demonstrated through actual ownership, not inferred from a corporate title.
• Show direct involvement in investor-relations financial evidence under an authorised disclosure process. Describe a claim you challenged, the reconciliation needed and how you kept unpublished or judgemental information from becoming an unsupported external statement.
• Demonstrate ability to model cohort contribution and cash with incomplete demand evidence. Candidates should explain a deferral or cancellation scenario, the operational input required and the executive choice it informed, including where uncertainty could not responsibly be reduced to one point estimate.
• Provide a planning-team transition that preserved discipline after the leader moved on. Explain the review rhythm, analyst capability and source ownership transferred. The assignment is at functional-head scope; accounting sign-off, capital negotiation and enterprise treasury experience are not assumed or demanded merely to inflate the seat. Explain how a programme owner's disputed input was resolved without central finance silently replacing the business assumption.

Application

Applications for this mandate are received in one way only: through the India Board Terminal's application process. It is automated end to end. Your Executive Passport travels to the mandate holder in its confidential form, your answers to the three questions below are read before anything else in your file, and every stage that follows is recorded on your applications page.

There is no address to write to and no intermediary to call. The mandate holder reads what the Terminal delivers and nothing else, which is what keeps the process the same for every applicant and keeps your name out of it until you release it. Applications close on 13 October 2026. Mandate reference PCT-INT-2026-IND-03.