In Delhi, you will lead rigorous programmes whileoperating at the intersection of state delivery and nationalambition — close to the Government of India, close to theinstitutions that shape education policy, and positioned tostrengthen how organizations work is codified, communicated andcontributes to broader education thinking and practice. This rolerequires strong judgement on what to codify, what to scale, and howto translate programme learning into broader influence. What YouWill Own 1. Ownership of a Large, Complex Public Education SystemTransformation Responsible for entire state portfolio. This meanssetting up the multi-year vision, making high-stakes strategiccalls, and being accountable for outcomes at scale. Define and ownthe long-term strategy for the state, aligning ambitions to statepriorities and ensuring every initiative is built to embed andendure. Hold accountability to achieve our audacious goal ofsystem- level measurable improvements in teaching practice, studentlearning, and the effectiveness of system-level processes (such astraining, coaching, and academic monitoring). Make consequentialdecisions across programme design, resource allocation, andstrategic direction, with the autonomy to move fast and thediscipline to build for permanence. Keep the theory of change live,stress-testing assumptions against impact data, course-correctingfast, and holding the team to the highest evidential standards.Identify and convert new opportunities to deepen organization'spresence, designing programmes that open new chapters in thestate's education reform story. Ensure programmes are embeddedwithin government systems, building ownership, capability, andcontinuity beyond direct involvement. 2. Influencing and ShapingGovernment Priorities at the Highest Levels Lead strategic voice inthe state, operating with authority at the intersection of civilsociety and government to shape how the state thinks about, investsin, and delivers education reform. Lead high-stakes policydialogues, inter-departmental forums, and strategic negotiationswith the credibility to challenge, influence,



and align seniorgovernment stakeholders. Shape the state's policy agenda ineducation through strategic negotiations and programme expansionframeworks that embed approach into the architecture of the statesystem. Build an influential external network across academia,civil society, funders, and peer organisations to amplify thoughtleadership and position the state as a national model. In Delhi,play a more active role in contributing to cross-state and nationalconversations, leveraging proximity to key institutions andnetworks. 3. Building and Leading a High-Calibre Leadership TeamYou will build, shape, and inspire the leadership team thatdelivers this mission and grow the next generation of exceptionaleducation leaders in India. Lead and develop a multi-layeredprogramme team across verticals, ensuring clarity, accountability,and strong execution. Build a strong second line of leadershipcapable of independently owning large programme verticals. Coachdirect reports through honest feedback, structured development, andcareer-shaping conversations that accelerate their trajectory.Build a culture where the bar is high and people are proud to clearit — where stretch and support coexist, and psychological safetyenables bold thinking. Contributing to the senior leadership teamwith the same rigour, ambition, and strategic clarity expected ofthe role itself What we are looking for A systems thinker - You seethe connection between a single teacher's classroom behavior and amulti-million-dollar state policy. You can move between the detailand the big picture without losing rigor. Comfortable withcomplexity — You do not simplify what is hard or default to what iseasy. You stay with the difficult, high-stakes problems,



buildingalignment and momentum across diverse stakeholders. Operationallycredible - You have a track record of making complex things work indifficult environments. You combine strategic thinking with strongexecution, and people trust you to deliver. Data-literate andintellectually rigorous - You treat data as a tool fordecision-making, not a reporting exercise. You are comfortableworking with imperfect data and using it to make sound decisions. Aconnector - You can hold relationships with government secretaries,academic leaders, international donors, and field staff — and youknow how to communicate differently in each room without losingconsistency. Committed to the mission - You are drawn to thecomplexity of working inside government systems, not put off by it.You understand that change in public education is slow, contested,and worth it. Qualifications and Role Requirements: We seektalented professionals passionate about driving educationaltransformation and making a positive impact. We are looking forindividuals who possess the following qualifications and meet therole requirements: Educational Background: Master's or PhD inEducation Policy, Education Leadership, or Comparative Educationwith deep understanding of how systems are designed, reformed, andassessed. Work Experience: We value both qualified and personalexperience. The candidate should have 15-18 years of experience,with a proven track record of delivering robust strategic andoperational leadership and the ability to manage large teams withexcellence and high expectations. Other Skills: Outstandinginterpersonal skills, leadership, communication and collaboratingskills with internal and external stakeholders. Demonstratedability to influence strategic decisions and adapt quickly tochanging environments. Solid understanding of the educationlandscape, with a knack for bringing innovative ideas. Enthusiasticabout the opportunity to expand their influence and take on moresignificant challenges nationally and internationally. LanguageProficiency: English and Hindi

📌 Deputy Director - FLN and Public Education SystemTransformation (New Delhi)
🏢 Arthan
📍 New Delhi