Executive Director, Enrollment Management

Reporting to the Dean, the Executive Director of Enrollment Management, will serve in a key leadership capacity to engage enrollment partners and harness organizational capabilities to meet and exceed student enrollment goals for the Pepperdine Graziadio Business School (PGBS). In partnership with the Dean, the incumbent will work in concert with key stakeholders to develop and deploy high-impact strategies for demand generation, strengthening down-funnel conversion, and producing successful enrollment outcomes for the varied and robust portfolio of degree programs offered by PGBS.

The position will also play a critical role in ensuring that all enrollment initiatives are closely aligned with the core commitments of academic excellence, transformational learning, and ethical leadership articulated in the Pepperdine Graziadio mission.

• Strategy Development: In alignment with the PGBS Strategic Priority goals and enrollment growth strategy, set the strategic direction, priorities, and objectives that underpin the various student recruitment, admission, and yield initiatives for PGBS programs. Provide guidance and leadership to PGBS recruitment, admission, and partnership development teams on aligning resources and efforts toward optimizing performance and attaining annual program and school-level enrollment goals.
  
  Instill a strong collaborative mindset among team members and a keen appreciation of the cross-functional interdependencies essential for successful recruitment and enrollment outcomes.
• Enrollment Command Center (ECC) Leadership: Oversee the activities of the Enrollment Command Center as a critical apparatus for strategic coordination and collaboration among PGBS enrollment partners. On behalf of PGBS as an internal client, engage relevant central university departments (Enrollment Marketing, Corporate Relations, Data Analytics, Information Technology, Office of International Student Services) on a continual basis to ensure collective focus on PGBS enrollment priorities and align resources and processes toward optimizing outcomes.
  
  Leverage the ECC as an effective mechanism for continually tracking enrollment funnel performance, identifying potential gaps/obstacles, and cross‑functional collaboration in developing and deploying timely solutions. In partnership with the centralized marketing department, this role will be a key architect in establishing the strategic metrics and pathways for success. This includes defining, implementing, and rigorously tracking Key Performance Indicators (KPIs) across the entire enrollment pipeline, such as application volume, admit rate, and deposit rate.
  
  Success hinges on establishing a clear, collaborative pathway toward shared accountability for these metrics with Marketing, ensuring the right measurements and execution strategies are in place to drive pipeline results.
• Team Performance Management: Supervise directors who manage recruitment teams for each PGBS program portfolio (Full‑Time, Part‑Time, and Executive Programs), Admissions, Partnership Development, and Enrollment Management and build/lead processes that optimize cross‑vertical alignment on effective management practices, setting short‑ and long‑term priorities, and key performance indicators. Provide training and guidance on the effective use of data assets (CRM dashboards, reports, and other information sources) to assess individual and team performance, identify strengths/challenges, and develop action plans to address areas of need.
• Yield Management: Collaborate with PGBS and University enrollment partners, leverage existing and emerging data sources and tools to capture key enrollment predictors and optimize forecasting methodologies for each cycle. Consistent with the existing objectives of scholarship execution for down top and down funnel enrollment performance, and in coordination with the Office of Financial Aid, develop a strategic student aid allocation plan to maximize enrollment yield.
• Stakeholder Management: Regularly engage enrollment partners and other PGBS stakeholders in discussions, planning, information-sharing, and strategy development/refinement for continuous…