Tell us the story of your career path. What experience shaped your move into management and what drew you to this model of university representation?
When I graduated and landed my first role as a university representative, I didn’t expect it to become a calling. But after more than a decade on the front lines, representing UK and Australian universities, speaking with countless student and families, I found genuine purpose in helping people see paths they hadn’t considered.
The move into management came when I felt I had enough experience to be useful in a different way. I’d lived the challenges university representatives face: the pressure, the long conversations, the wins that make it worthwhile. I also came to understand what universities need from the person of the ground.
Now, in my role with QS RRS, I work to fill the gap between university representatives and the institutions they serve, ensuring both sides are aligned, supported and set up for success. I’m not managing from a distance. My firsthand experience shapes how I approach this: I’ve sat in the same chair, had the same difficult conversations and I know what’s needed on both ends. My motivation hasn’t changed. I still believe education can alter the course of someone’s life. I’ve just found a different seat at the table.
What do you see as the biggest opportunity and the biggest challenge in international student recruitment right now?
I see the biggest opportunity in international student recruitment as the growing demand for global education and career opportunities. Students are becoming more internationally minded, while AI and digital tools also allow institutions to engage students more effectively and personally.
The biggest challenge is increasing competition, as universities worldwide are targeting the same student markets. At the same time, AI has made information more accessible, so institutions need to stand out with authentic engagement and trusted advice. Parent perception is also changing, with many families becoming more cautious about the cost and value of an overseas degree, especially around employability and return on investment.
Overall, the industry is evolving quickly, and success will depend on how well institutions adapt to changing student expectations while continuing to build trust with both students and parents.
How do you help your team build expertise, stay motivated and deliver results? What does effective management look like in a geographically distributed model?
Effective management in a geographically distributed model starts with removing the sense of isolation that often comes with being a lone representative. When someone is working on their own, it’s easy to feel disconnected, so I focus on making sure every team member feels part of the wider QS community. That connection gives them a place to turn to for support, ideas and reassurance.
Regular check-ins are essential, not just for performance, but for creating space where concerns can be voiced comfortably. I want my team to know that they’re heard and that I’m here to help translate those concerns into practical solutions. A big part of my role is being the link between the representatives and the institutions: ensuring goals are aligned, expectations are clear and the targets set are achievable in their market.
Cultural understanding also plays a huge role. Each region works differently. Communication styles, decision-making processes, even how people interpret feedback can vary. I make it a priority to understand these differences so I can support my team in a way that respects their context and helps them succeed locally. When people feel understood, they’re more confident, more motivated and more able to deliver results.
Ultimately, effective management across distances is about connection, clarity and cultural awareness. All of which help the team grow their expertise and feel supported, no matter where they are.
What do you find most rewarding about leading a regional recruitment team?
The most rewarding part of leading a regional recruitment team is seeing both the university representatives and the institutions they serve truly move in the same direction. When everyone is aligned, supported and working towards the same objectives, the impact is tangible.
It’s rewarding to create an environment where representatives feel confident and equipped and universities feel understood and well-represented in key regions. Watching that connection strengthen, where communication is clear, expectations are met and goals are achieved reminds me why this work matters. It’s not just about meeting targets; its about building a partnership where both sides can succeed because they trust the process and each other.
How do you leverage QS data’s rankings insights, event platforms and global network to strengthen the solutions you bring to universities?
I start by understanding the core issue a university is facing, whether it’s low brand visibility, gaps in student engagement or limited local resources. Once the challenge is clear, QA tools help shape a precise response.
QS data and rankings insights show where the institution stands where the gaps are, and which strengths can be leveraged. That evidence helps guide better decisions rather than relying on assumptions.
The event platforms then turn those insights into action by connecting universities with the right students and markets. And the global QS network provides wider context and proven approaches from other regions.
By combining clear problem-identification with data, events and global perspectives, I’m able to offer universities solutions that are targeted practical and aligned with their goals.
How does the RRS model move beyond transactional recruitment support to become a strategic extension of a university’s international team? What does that look like in practice?
The RRS model goes beyond transactional recruitment support by acting as a strategic extension of a university’s international team, rather than just a service provider. As a university representation business within the QS ecosystem, RRS strengthens institutional presence in key markets by placing dedicated staff on the ground who operate as part of the university’s local team. These experts shape regional strategy through real‑time insights, concentrate effort on the recruitment channels that deliver the strongest results, and ensure day‑to‑day activity remains closely aligned with the university’s broader goals. Through this combination of local presence, deep market expertise, and strategic alignment, RRS transforms recruitment support into sustained market growth.