Director of Strategic Partnerships

Roles and responsibilities

• Collaborate with the Director of Strategic Communications, Marketing and Student Recruitment to highlight partnership successes, enhance the University’s profile, and promote its brand across academic and industry platforms.
• Lead efforts to establish, build and maintain relationships with academic and industry partners. Create strategic approach to participating in local, regional, and global events.
• Develop and implement a comprehensive strategy to establish and enhance strategic partnerships with major donors, corporations, and foundations, ensuring alignment with the University’s academic and strategic goals.
• Develop initiatives that effectively communicate Ajman University’s academic strengths and research capabilities to partners, enhancing visibility and reputation in international higher education.
• Serve as the primary contact, from communication perspectives, with global ranking organizations (e.g., QS, THE) to strengthen relationships and align communications with ranking performance metrics.
• Collaborate strategically with the Director of Advancement and Alumni Affairs to maximize fundraising potential and align efforts with the University’s key initiatives, such as scholarships, research, and capital projects.
• Align communication efforts with fundraising goals, such as creating content for donor outreach, and philanthropic events, while ensuring alignment with the University’s strategic objectives.
• Oversee segmented stewardship plans tailored for corporate partners, foundations, and individual donors, ensuring long-term engagement and support.
• Coordinate with the Office of Advancement and Alumni Affairs to develop communication materials that highlight the impact of donor contributions and recognize philanthropic support, including reports and newsletters, as part of the university’s broader communication plan.
• Provide thought leadership by identifying emerging trends and benchmarking against global best practices to position the University as a leader in strategic partnerships.
• Support the positioning of the Chancellor as a global thought leader in higher education regionally and globally.
• Work closely with faculty, deans, and directors to identify and package partnership opportunities that align with academic and industry needs.
• Establish and track performance metrics to evaluate the impact of partnership initiatives and prepare regular reports for the Chancellor.
  

Key Skills

• Expert-level writer, speaker, presenter, and communicator.
• Innovative, creative, collaborative, proactive, self-motivated.
• Strong partnership-building skills and growth mindset.
• Thrives in multicultural environments.
• Culturally sensitive approach and inclusive values.
• Comfortable with significant travel and long hours.

Desired candidate profile

1. Partnership Development

• Identifying Opportunities: Identifying potential strategic partners, including businesses, nonprofits, government agencies, and other key stakeholders that align with the organization's mission and objectives.
• Building Relationships: Establishing strong, sustainable relationships with potential partners, leveraging professional networks, and participating in industry events to foster new partnerships.
• Negotiating Agreements: Leading negotiations for partnership agreements, including defining roles, responsibilities, expectations, and terms that are beneficial to all parties involved.
• Partnership Strategy: Developing and implementing a strategic plan for partnership development that aligns with the overall goals and priorities of the organization.

2. Leadership and Team Management

• Team Leadership: Leading a team of partnership managers or other staff who work on identifying and cultivating relationships with potential partners. Providing coaching, training, and direction to ensure team success.
• Cross-Functional Collaboration: Working closely with other departments, including marketing, finance, legal, and operations, to ensure that partnerships are integrated effectively into the organization's operations.
• Stakeholder Engagement: Serving as the primary liaison between external partners and internal teams, ensuring clear communication and collaboration between both parties.

3. Strategic Planning and Execution

• Aligning Partnerships with Organizational Goals: Ensuring that partnerships align with the broader strategic objectives of the organization, whether related to revenue generation, brand awareness, social impact, or innovation.
• Evaluating Partnerships: Continuously evaluating the performance of partnerships, tracking progress against goals, and adjusting strategies as necessary to ensure mutual success and maximize the impact of collaborations.
• Risk Management: Identifying potential risks associated with partnerships, such as reputational risks, financial risks, or operational challenges, and proactively managing these risks.

4. Business Development

• Revenue Generation: Driving business development efforts through partnerships, seeking opportunities for co-marketing, joint ventures, and other monetizable opportunities that create value for the organization.
• Partnership Marketing: Developing joint marketing initiatives with partners to increase brand visibility, attract new customers, or strengthen the organization's market position.
• Client and Customer Expansion: Using partnerships to expand the organization’s customer base, improve customer retention, or increase sales through collaborative initiatives with external partners.

5. Stakeholder and Community Relations

• External Relations: Representing the organization at industry events, conferences, and networking meetings to establish and nurture relationships with key partners, stakeholders, and thought leaders.
• Public Speaking and Advocacy: Serving as a public-facing advocate for the organization’s strategic vision, building trust and credibility with external stakeholders, partners, and potential collaborators.
• Community Engagement: Ensuring that partnerships have a positive impact on the community and that the organization is seen as a valuable collaborator in its field.