Vice President for Enrollment and Revenue Strategy

Our Lady of the Lake University, Town of Texas, WI, United States

Our Lady of the Lake UniversityJob Posting: Vice President for Enrollment and Revenue Strategy

On the foundation of faith, wisdom and trust in Providence, Our Lady of the Lake University (OLLU) prepares graduates to transform their communities, families and professions. OLLU, founded in 1895 by the Congregation of Divine Providence, is a coeducational comprehensive institution with an enrollment of approximately 2,000 students. With its main residential campus in San Antonio and non‑traditional programs in San Antonio, Houston, the Rio Grande Valley (La Feria), and online, OLLU has a presence in two of the largest cities in Texas, the border region, and literally around the world.

The University offers more than 30 undergraduate majors and minors, 14 master's programs and three doctoral programs through its College of Arts and Sciences, School of Business, and the College of Professional Studies. OLLU offers classes in daytime, evening, weekend and online formats.

Job Description

Job Summary

The Vice President for Enrollment and Revenue Strategy (VPERS) serves as the University's chief architect and leader of a comprehensive, institution-wide, data-driven enrollment strategy that integrates academic program planning, online program expansion, financial aid optimization, athletics recruitment, and student success. The VPERS is responsible for designing, building, and leading a modern, data-informed enrollment enterprise that drives a sustainable semester credit hour revenue production and net tuition revenue, while aligning enrollment growth with the University's long‑term financial sustainability and revenue diversification goals.

Reporting directly to the President and serving as a key member of the Cabinet, the VPERS is both a strategic architect and hands‑on builder who constructs the systems, processes, teams, financial models, and technologies required to transform enrollment into a high‑performing, fully integrated institutional function. This role ensures that enrollment strategies balance access, affordability, mission, and margin optimization, and that enrollment decisions translate into predictable and sustainable revenue outcomes.

The VPERS works in close partnership with Academic Affairs leadership, Athletics, Finance, and Marketing/Communications to align enrollment planning with institutional goals, academic program offerings, pricing and financial aid strategies, and emerging student markets. This leader brings deep expertise in K‑12 and higher education demographic shifts, competitor positioning, workforce trends, and the unique challenges and opportunities facing small, tuition‑dependent universities. In collaboration with campus partners, the VPERS leads revenue modeling and scenario planning to inform decisions related to program mix, modality (on‑campus, online, hybrid), cohort composition, enrollment capacity, and institutional investment.

As a strategic thinker and hands‑on builder, the VPERS must be deeply data‑knowledgeable, uses analytics, dashboards, and predictive modeling to optimize recruitment, yield, retention, discount rates, and net tuition revenue across all student segments; traditional undergraduate, transfer, graduate, online, adult, certificate, and student‑athlete populations. The VPERS evaluates return on investment across recruitment channels and academic programs and ensures clear accountability for enrollment and revenue outcomes.

In total, this role requires a proven builder who has successfully designed, scaled, and transformed enrollment systems, teams, and processes in a measurable way that directly contributes to institutional financial health, enrollment stability, and long‑term sustainability.

Primary Responsibilities

1. Strategic Enrollment Leadership

Under direction of the President, serve as the University's chief architect for enrollment, responsible for developing and executing a multi‑year strategic enrollment plan aligned with institutional mission, program strategy, and financial goals.
Build an integrated enrollment ecosystem that supports the entire student lifecycle from inquiry through graduation with clear goals, metrics, and accountability systems.
Lead cross‑functional strategic enrollment councils and collaborate closely with Cabinet colleagues to align academic, financial, operational, and student success priorities.

2. Academic Affairs & Faculty Partnership

Work in deep collaboration with the Provost and Academic Leadership to ensure the enrollment strategy is fully aligned with academic program planning, including new program development, market viability assessments, and program mix optimization.
Use market analytics and labor‑market insights to advise Academic Affairs on academic portfolio development (online, hybrid, professional, undergraduate, graduate, and PhD).
Build strong, trust‑based relationships with faculty leaders and governance bodies in support of shared academic‑enrollment priorities.

3. Online, Adult, and Graduate Enrollment Growth

Partner with online learning units or external OPM relationships to expand digital program offerings and grow online and adult learner enrollment.
Develop segmentation‑specific recruitment and yield strategies for graduate, online, professional, and certificate programs.
Ensure recruitment practices, messaging, and funnel strategy are tailored to modality and learner profile.
Work closely with the Athletics Director and coaching staff to strengthen athlete recruitment pipelines, enrollment forecasting, retention monitoring, and academic support structures.
Ensure compliance with athletic associations and alignment of aid packages, eligibility processes, and academic success pathways.

5. K‑12, Community, and Regional Partnership Development

Build and expand relationships with K‑12 districts, charter networks, diocesan schools, community colleges, youth‑serving organizations, and community agencies to support long‑term enrollment pipelines.
Develop strategies that respond to regional demographic shifts, college‑going behaviors, and first‑generation student pathways.

6. Marketing, Brand, and Communications Alignment

Collaborate with Marketing & Communications to ensure cohesive storytelling, brand positioning, and campaign strategies that reflect academic distinctiveness and market demand.
Ensure consistency of messaging across all enrollment communications, digital campaigns, and recruitment channels.
Partner closely with the CFO and Financial Aid to develop tuition pricing, discounting strategy, and merit
eed aid models that maximize access, affordability, and net tuition revenue.
Implement data‑driven awarding strategies that enhance yield, retention, and financial sustainability.

8. Data, Analytics, and Technology Optimization

Oversee and continuously evolve a modern enrollment data infrastructure that supports real‑time dashboarding, predictive modeling, and actionable insights across all stages of the enrollment funnel.
Lead the strategic optimization and utilization of CRM systems (preferably Slate) to improve recruitment efficiency, communication flows, and staff productivity.
Drive the adoption of AI‑enabled tools and automation across the enrollment lifecycle, enhancing personalization, responsiveness, and operational excellence.
Translate data and AI‑driven insights into clear, actionable strategies that improve conversion, yield, retention, and net tuition revenue.

9. Team Leadership & Organizational Development

Recruit, mentor, and develop a high‑performing, data‑informed enrollment management team.
Foster a culture of transparency, accountability, innovation, and strong cross‑campus relationships.
Ensure operational excellence in admissions processing, CRM operations, financial aid collaboration, and retention initiatives.

Performance Evaluation Metrics

Sustained Enrollment and Net Tuition Revenue Performance
Enrollment Funnel Performance and Conversion Efficiency
Retention and Student Progression Outcomes

Overarching Leadership Responsibilities

Enrollment Strategy and Enterprise Leadership
Data, Analytics, and Predictive Insight
Systems, Process, and Technology Development
Team Building and Organizational Leadership
Financial Aid Strategy and Revenue Optimization
Execution Leadership and Operational Excellence

Additional Responsibilities

Lead implementation of enrollment dashboard and cadence.
Provide updates to President and Board
Ensure compliance and perform other duties as assigned.

Requirements

Leadership Non‑Negotiables and Expectations

Operates with integrity, transparency, and a university‑first mindset.
Rejects silos and promotes strong collaboration across academics, athletics, finance, student affairs, and marketing.
Demonstrates exceptional communication, influence, and change‑leadership skills.
Entrepreneurial, innovative, and solutions‑orientation, with a strong execution mindset.
Committed to the University's Catholic identity and mission, and to the success of all students.
Future‑focused, comfortable in a dynamic environment, and adept at leading institutional transformation.
Supports and advances university‑wide strategic initiatives, transcending functional boundaries.
Maximizes the effectiveness and strategic agenda of the Office of the President.
Acts as a key liaison and trusted advisor to internal and external university stakeholders.
Displays exceptional collaboration, people leadership, and team development skills.
Drives data‑informed decision‑making through quantitative analysis and measurable outcomes.
Possesses strong problem‑solving, research, and strategic planning skills.
Proven ability to convert strategy into execution with measurable institutional impact.
Ability to effectively lead and prioritize multiple high‑stakes projects in a dynamic and results‑oriented environment.
Meticulous attention to detail, an initiative‑taker mindset, and unwavering goal orientation.

Education and Experience

Bachelor's degree required; Master's degree strongly preferred.
Minimum 10‑15 years of progressive leadership experience in enrollment management or a closely related, revenue‑generating function required.
Demonstrated senior‑level leadership overseeing enrollment, admissions, or a comparable complex recruitment‑driven portfolio required.
Experience collaborating effectively across functions similar to Academic Affairs, faculty leaders, Athletics, and organizational governance structures required.
Hands‑on experience with CRM systems (preferably Slate) and data analytics platform technologies required.
Proven success growing enrollment in small, tuition‑dependent institutions and/or environments experiencing demographic or market pressures required.
Successful record of data‑informed decision‑making and measurable enrollment or revenue growth required.

Additional Information

Employment with Our Lady of the Lake University is contingent upon the applicant undergoing a background investigation.

OLLU seeks to attract, develop and retain the highest quality faculty, staff and administrators. The University is committed to diversity and strongly encourages applications from women and minorities. EOE

Our Lady of the Lake University uses E‑Verify to confirm the employment eligibility of all newly hired employees. To learn more about E‑Verify, including your rights and responsibilities, please visit

Application Instructions

For full consideration, candidates must submit a résumé/CV, cover letter, and the Executive Brief as detailed below. Applications that do not include all required materials will not be reviewed.

Enrollment & Revenue Strategy Executive Brief (up to 5 pages)

1) Market Opportunity and Strategic Positioning

Identify key opportunities and challenges in the current enrollment landscape relevant to OLLU, including target student segments, competitive positioning, and areas of potential differentiation.

2) Enrollment Growth and Revenue Strategy

Outline 3‑5 strategic priorities to drive sustainable enrollment growth. Describe how enrollment strategy, financial aid, pricing, and student mix would be aligned to optimize net tuition revenue while maintaining access and mission alignment.

3) Enrollment Funnel Performance and Student Progression

Identify where breakdowns typically occur across the enrollment funnel (inquiry to matriculation to persistence) and propose targeted, practical interventions to improve conversion, yield, retention, and progression.

4) Data, Technology, and AI Enablement

Describe how data systems, dashboards, CRM platforms, and emerging technologies (including AI) would be leveraged to inform decisions, improve efficiency, and enhance the student experience.

5) Execution and Measurement

Identify a focused set of 5‑8 key metrics that would be used to track progress, inform decision‑making, and ensure accountability.

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