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Cialfo · Delhi, India
What This Role Is
Manifest Global operates four brands across 50+ countries, each serving a different part of the international education ecosystem. Cialfo works with 2,000+ schools and the counsellors inside them. BridgeU serves international schools across the UK, Europe, and the Middle East. Explore works with university partners on their international recruitment strategy. Kaaiser has been placing students from India and Southeast Asia into universities across Australia, the UK, Canada, and beyond since 1997.
Each of these businesses has a distinct audience, a distinct stage of market maturity, and a distinct story to tell. Right now, the content function that serves them is fragmented. There's no central engine, no shared infrastructure, no consistent standard for how Manifest's brands show up in writing across any channel. That gap is real and it costs us.
This role builds the engine that closes it.
The Head of Content, B2B will design and run a centralised content function that serves all four brands the way a high-performance internal agency would. You'll own the strategy, the team, the systems, the quality standard, and the connection between content output and commercial outcome. This is not a writing role or a channel management role. It's an operational leadership role for someone who thinks in systems, builds for scale, and understands that content without commercial consequence is just production.
What Makes This Role Different
Most senior content roles sit inside a single brand with a single ICP and a reasonably stable strategy. This one sits across four brands with different buyer types, different competitive landscapes, and different levels of market awareness.
That's genuinely complex. The person who does it well has to context-switch between the counsellor audience at Cialfo, the university admissions audience at Explore, the international school leadership audience at BridgeU, and the student-facing and agent-facing audiences at Kaaiser, without losing the thread of what makes each brand distinct. They also have to hold the group-level narrative together, making sure Manifest's overall positioning is coherent even when the brand-level stories are pointing in different directions.
The content landscape itself is also shifting fast. The channels, formats, and tools that defined B2B content marketing three years ago are not the ones that will define it three years from now. The person in this seat needs to be genuinely ahead of that shift, not catching up to it. That means going well beyond LinkedIn and traditional content playbooks, and it means using AI as a real capability multiplier rather than a productivity shortcut.
The Manifest group is growing while the broader overseas education sector is contracting. The content function that tells that story well, across the right channels, to the right audiences, at the right moment in their decision journey, is a genuine commercial lever. Building that function from this seat is the opportunity.
What You Own
Content strategy across all four brands
The central content engine
Team leadership
Content to revenue alignment
Distribution and performance
What Success Looks Like
The markers below reflect where the content function is today. We'll calibrate the specifics once you're in the seat. These are directional, not fixed.
You'll start by building a clear picture of what exists across the four brands, what's working, what's missing, where the quality gaps are, and where the highest-leverage places to invest are. You'll have a point of view on where to build first and which channels and formats are most underexploited.
From there, the content engine will be taking shape. Editorial systems will be running. The team will have clear structure and clear ownership. AI will be embedded in how the team works, not bolted on. At least some of the brand narratives will be sharper than they were before you arrived, and there will be early evidence of content contributing to pipeline rather than just producing output.
Over time, Manifest will have a content function that the commercial teams across all four brands actively rely on, that builds genuine market authority for each brand, and that runs with enough infrastructure and second-line leadership that it doesn't depend on you being in every decision. That's what a well-built content engine looks like.
The specifics will be calibrated once you're in the role. The direction won't change.
What You Bring
You have twelve to fifteen years in B2B content, content marketing, or brand strategy, and a meaningful part of that has been building and running functions rather than contributing to them. You've managed multi-brand or multi-product content before. You've led teams of five to twenty or more people. You know what it takes to build the systems that make a content team consistent and scalable, and you've done it in environments where the commercial expectations were real.
You think in workflows and resource allocation, not just editorial calendars. You've built briefing systems, quality control frameworks, and production infrastructure. You understand that the operational side of a content function is what makes the creative side sustainable.
You're commercially literate. You can connect a content decision to a business outcome and have that conversation with a sales leader or a CFO without needing to translate. You've built attribution and reporting systems that tracked something more meaningful than page views, and you know what good content ROI measurement actually looks like in practice.
You have a genuinely expansive view of what B2B content can be. You've built beyond LinkedIn and the standard playbook, and you have real examples of formats, channels, or distribution models that most teams in your space weren't doing. You're not done exploring.
You're openly enthusiastic about AI as a creative and operational tool. You've used it seriously, not just dabbled. You have a clear view of where it accelerates good work and where it produces mediocre output at speed, and you know how to build a team that uses it with that kind of judgment. You advocate for AI adoption because you've seen what it enables, not because it's the current thing to be seen adopting.
You can context-switch across different brand voices, buyer types, and market stages without losing clarity on what each brand needs. You've done this before, either in a multi-brand role or in an agency environment where the client roster demanded it.
Most importantly, you read the description of what Manifest is building across four brands and thought: I know exactly how to build the content function this needs. That's who this role is for.
Why Manifest
Manifest Global is building the infrastructure for global human capital mobility, connecting students, schools, universities, and employers across 50+ countries. Our portfolio spans Cialfo (AI-powered college counselling, 2,000+ schools), BridgeU (university guidance for international schools globally), Kaaiser (trusted study abroad counselling since 1997 across India and Southeast Asia), and Explore (AI-powered university outreach, 1,000+ university partners). Together, we move talent across borders at scale. $700B flows annually in remittances from migrant workers. 85M workers will be missing from developed economies by 2030. We're building the operating system that changes that.
For this role specifically, content is one of the primary ways Manifest's brands build authority and generate pipeline in markets where trust is the deciding factor. The counsellors, school leaders, university admissions officers, and agents that our brands serve are all operating in a world with a lot of noise. The content function that cuts through that noise, consistently, across four brands and multiple markets, is doing genuinely high-leverage work. Building that function from this seat is the opportunity.
Manifest Global is building the infrastructure for global human capital mobility, operating across 50+ countries with $80M raised from Tiger Global, SIG, and Square Peg.
