ABOUT UPGRAD FUTURE SCHOOLS CONSORTIUM

UpGrad Future Schools Consortium (UFSC) is the K-12 school-building arm of UpGrad,

India's largest online higher-education platform. UFSC is building 45 schools over five years, structured across three phases: Phase 1 covers the first 10 schools; Phase 2 scales the network to 30 schools; and Phase 3 takes the Consortium to its full scale of 45 schools.

UFSC operates across four school formats: Boutique Greenfield, Tier 1 Greenfield, Micro

Schools, and Roll-Up.

UpGrad is a well-recognised name in online higher education and skilling. In the K-12

school space, UFSC is starting from zero. There is no brand awareness, no parent community, and no track record to point to. The Roll-Up format is how UFSC compresses years of trust-building into a single transaction — bringing established, well-regarded independent schools into the UFSC network, complete with their enrolled students, their reputation, and their local trust. The Manager — School Acquisition & Brand Conversion is the person who finds those schools and brings them home.

THE ROLE

This is an acquisition and conversion role, not a greenfield development role. UFSC's Roll-

Up format is built on a simple insight: building trust with a city's premium families from zero takes years, but an established, well-run independent school already has that trust.

Acquiring or converting the right school compresses UFSC's market-entry timeline from years to months.

This person must be equally strong at two things that rarely sit in one skill set: the relationship-led, consultative process of engaging a school owner or promoter over months,

and the commercial rigour of structuring, valuing, and closing a transaction. The relationship work earns the trust that makes an owner consider selling or converting their life's work. The commercial work turns that trust into a signed, bankable deal.

This person owns every touchpoint of the acquisition journey, from the first conversation with a school promoter to the signed agreement to the handover to the Transformation team. They will build the Roll-Up pipeline from the ground up, working closely with Legal,

Finance, and the Managing Director on deal structuring and approval.

WHAT YOU WILL OWN

- Target Identification and Market Mapping

– Identify well-performing independent K-12 schools in Phase 1 cities (Mumbai,

Bengaluru, Pune, Hyderabad) that fit the Roll-Up acquisition profile: strong local reputation, healthy enrolment, sound infrastructure, and a credible academic track record.

– Build and maintain a structured database of prospective target schools through market intelligence, local education consultants, brokers, and referrals.

– Track schools facing succession gaps, capital constraints, or growth ceilings — the schools most likely to consider acquisition, majority investment, or brand conversion.

– Conduct city and micro-market mapping to identify where UFSC's Roll-Up format can move fastest relative to Boutique Greenfield and Tier 1 Greenfield options in the same city.

- Owner and Promoter Relationship Building

– Initiate and build long-term, trust-based relationships with school owners, trustees, and promoters — recognising that this is a multi-month, consultative process, not a transactional sale.

– Understand each owner's underlying motivation — succession, retirement, capital needs, or growth ambition — and tailor UFSC's proposition accordingly.

– Represent UFSC's value proposition credibly: academic support, operational systems,

UpGrad's institutional backing, and a growth path the school could not achieve independently.

– Handle sensitive, high-stakes conversations with the discretion the situation demands

— for the owner, a school acquisition is rarely just a transaction.

- Commercial Structuring and Negotiation

– Evaluate each target school's financials, enrolment trends, fee structure, infrastructure condition, and liabilities to arrive at a fair valuation and deal structure.





– Structure deal options appropriate to the owner's preference and UFSC's return thresholds: outright acquisition, majority stake, brand-license/conversion, or management takeover.

– Lead commercial negotiations from term sheet through to final agreement, in coordination with Legal and Finance.

– Present deal recommendations and investment cases to the Managing Director and investment committee for approval.

- Due Diligence Coordination

– Coordinate financial, legal, and academic due diligence: enrolment and fee-collection data, statutory compliance, board affiliation status, land/property title, and any pending litigation.

– Work with legal counsel to draft and finalise term sheets, MOUs, and definitive transaction or brand-conversion agreements.

– Flag diligence red flags early and escalate decisions that materially affect deal viability.

- Transition and Brand Conversion Planning

– Plan the post-acquisition brand transition in coordination with the Transformation team:

signage, curriculum alignment, staff onboarding, and parent communication.

– Manage sensitive stakeholder communication through the transition — retaining existing staff and reassuring the parent community that continuity, not disruption, is the plan.

– Hand over each closed acquisition to the Transformation team with a complete transition brief.

- Pipeline and Reporting

– Maintain a structured, stage-wise deal pipeline (lead, engagement, term sheet, due diligence, closure) and report progress to the Managing Director.

– Track conversion velocity, deal economics, and market coverage across Phase 1 cities.

– Document the acquisition playbook so it can scale cleanly into Phase 2's additional

Roll-Up targets.

WHO YOU ARE

We are looking for someone who can earn a school owner's trust over months and then close a rigorous commercial transaction — most people are strong on one side of this, not both. The following is a guide, not a checklist.

– Eight to fifteen years of experience in business development, M&A;, or real estate/franchise acquisition, with a demonstrable track record of closing relationship-

led, consultative transactions — not high-volume transactional sales.

– Experience in the education sector, institutional real estate, or franchise acquisition is a strong advantage; direct K-12 school acquisition experience is a plus but not essential if the deal-closing track record is strong.

– You are equally comfortable in a multi-month trust-building conversation with a school founder and in a term sheet negotiation with their lawyer. You do not rush the relationship, and you do not go soft in the negotiation.

– You understand land, property, and business valuation well enough to sanity-check a consultant's numbers yourself, and you know what a fair, closeable deal structure looks like.

– You have a working understanding of due diligence — legal, financial, and academic —

and you know which red flags are dealbreakers and which are negotiable.

– You are discreet and emotionally intelligent. For the owner on the other side of the table, this is often the sale of their life's work, and you approach it with the seriousness that deserves.

– You have an existing network — or the ability to build one quickly — among school owners, education consultants, brokers, and local intermediaries in Phase 1 cities.

– You are comfortable in a startup setting, building a pipeline and a playbook from scratch, with limited team support in Phase 1.

Skills and Knowledge

Technical and Functional Skills

– Business development and deal sourcing:



ability to build a structured pipeline of acquisition targets from scratch, using market intelligence, local networks, and referrals.

– Relationship-led / consultative sales: skilled at building long-term trust with a sophisticated, emotionally invested counterparty over a multi-month engagement.

– Valuation and deal structuring: working knowledge of business and real estate valuation methods, and the ability to structure acquisition, majority-stake, or brand-

license deals.

– Negotiation: able to lead commercial negotiations from term sheet to final agreement,

balancing firmness on economics with sensitivity to the owner's position.

– Due diligence management: able to coordinate legal, financial, and academic due diligence, and to identify and escalate material risks.

– Stakeholder and transition management: able to manage sensitive staff and parent communication through an ownership transition.

Leadership and Behavioural Skills

– Discretion and emotional intelligence: handles sensitive, high-stakes ownership conversations with the seriousness and confidentiality they require.

– Commercial rigour: does not let relationship-building soften commercial judgement;

protects UFSC's investment thresholds while remaining fair to the owner.

– Startup mindset: builds a pipeline, a playbook, and a network from zero, without waiting for a large team or established processes.

– Cross-functional coordination: works closely and clearly with Legal, Finance, the

Transformation team, and the Managing Director through each deal stage.

Domain Knowledge

– Understanding of the independent K-12 school ownership landscape in Indian Tier 1

cities — trust and society structures, succession patterns, and common reasons owners consider selling or converting.

– Familiarity with school affiliation boards (CBSE, ICSE, IB, State Boards) and the regulatory considerations relevant to ownership transitions.

– Understanding of how UFSC's Roll-Up format fits alongside its Boutique Greenfield,

Tier 1 Greenfield, and Micro School formats, and when acquisition is the right entry strategy for a given city or opportunity.

Qualification

– Bachelor's degree required; MBA or postgraduate qualification in Business

Administration, Finance, or a related field is preferred.

– Candidates with an outstanding track record of closing relationship-led acquisitions or franchise conversions in any sector will be considered regardless of formal qualification.

Location

Mumbai/Noida/Hyderabad/Kolkata

WHAT SUCCESS LOOKS LIKE AT 12 MONTHS

Success is a Roll-Up pipeline that is signing real schools — not just meetings and term sheets — and a playbook that makes the next acquisition faster than the last.

– The Phase 1 Roll-Up acquisition target is met, with each deal handed over to the

Transformation team backed by a complete transition brief.

– A structured, stage-wise pipeline of qualified acquisition targets is active across

Mumbai, Bengaluru, Pune, and Hyderabad, with clear visibility for the Managing

Director.

– A documented acquisition and due-diligence playbook — valuation approach, deal structures, diligence checklist, transition process — is ready to scale into Phase 2.

– Established, trust-based relationships are in place with education consultants, brokers,

and local intermediaries in each Phase 1 city.

– All closed deals are contracted cleanly, with no material diligence issues surfaced post-

close.

WHAT THIS ROLE OFFERS

– The opportunity to build UFSC's Roll-Up acquisition function from zero, with real ownership over which schools join the network.

– A role with genuine deal-making autonomy, working closely with the Managing Director and the Legal and Finance teams, with meaningful influence over UFSC's speed of market entry.

– The institutional credibility and financial backing of UpGrad, India's largest edtech platform, combined with the pace and ownership of building a new venture.

📌 Manager-School Acquisition (Mumbai)
🏢 upGrad
📍 Mumbai