Centre Business Partner

POSITION PURPOSE

The Centre Business Partner drives enrolment growth and family retention across a portfolio of centres. Sitting within the Centralised Enrolments team and reporting to the Head of Sales, the role owns the full family experience from proactive lead generation through enquiry, tour, enrolment and long-term retention. The Centre Business Partner acts as a trusted advisor to centre teams, using data and relationship-building to convert local market opportunity into sustainable occupancy.

KEY RESPONSIBILITIES

Proactive lead generation

• Develop and execute lead generation strategies across referral, digital, community and partnership channels
• Build and maintain local partnerships with schools, businesses and community organisations to create sustainable lead pipelines
• Design, plan and host Signature Event programs (open days, community events, seasonal showcases) to generate qualified leads
• Drive existing-family referral activity and manage a structured referral program
• Reactivate dormant waitlist entries into active leads
• Respond to all new leads within agreed speed-to-lead standards

Enquiry-to-tour conversion

• Convert incoming enquiries into booked centre tours through timely, high-quality follow-up
• Manage a structured, multi-touch outreach cadence to secure tour bookings
• Minimise tour no-shows through confirmation and reminder processes
• Track and report on enquiry source performance to prioritise the highest-converting channels

Tour-to-enrolment conversion

• Deliver a personalised tour experience that builds family confidence and trust
• Manage the post-tour follow-up sequence to move families through to a confirmed enrolment offer
• Support families through the offer and acceptance process, addressing objections and providing timely information
• Reduce the sales-cycle length from tour to enrolment decision

Retention

• Build strong, ongoing relationships with enrolled families to support satisfaction and long-term retention
• Monitor early attrition within the first 90 days and intervene proactively on at-risk enrolments
• Support re-enrolment and rollover campaigns at year-end and at fee-increase points
• Partner with centre teams to understand and respond to the drivers of family satisfaction and attrition
• Contribute to occupancy and utilisation targets for the assigned centre portfolio

Reporting and continuous improvement

• Maintain accurate, up-to-date data across the enrolments funnel using the KPI Dashboard
• Provide regular performance updates to the Head of Sales against funnel and retention KPIs
• Identify trends, risks and opportunities across the funnel and recommend action plans
• Collaborate with the Centralised Enrolments team to lift conversion performance across the group

KEY PERFORMANCE INDICATORS

Performance is measured against the KPI Dashboard, tracked monthly across four funnel stages. Targets are indicative starting points and are reviewed periodically against the business plan.

Lead generation

• Total leads generated, new leads captured across all sources in the month. Target: not yet set
• Referral leads as a share of total new leads. Target: 25%
• Cost per lead, total lead-generation spend divided by total leads. Target: $40 or less
• Outbound activities completed, being calls, emails and partnership or community touches. Target: 200 per month
• Waitlist reactivation rate, dormant entries converted back into active leads. Target: 15%
• Speed to lead, average hours from lead capture to first outbound contact attempt. Target: 2 hours or less
• Partnership-sourced leads from local business, school or community partnerships. Target: 15 per month
• Signature Event leads generated. Target: 25 per month
• Signature Events hosted. Target: 2 per month

Enquiry-to-tour conversion

• Enquiry-to-tour booking rate, enquiries that result in a booked tour. Target: 65%
• Tours booked within 24 hours of enquiry. Target: 70%
• Tour no-show rate, booked tours where the family does not attend. Target: 10% or less
• Average contact attempts to secure a tour booking. Target: 2.5 or fewer
• Tours booked, total volume in the month. Target: 75 per month
• Best-performing source conversion rate, enquiry-to-tour rate of the top-converting lead source. Target: 80%

Tour-to-enrolment conversion

• Tour-to-enrolment conversion rate, attended tours converting to a confirmed enrolment. Target: 40%
• Tour-to-offer rate, tours progressing to a formal enrolment offer. Target: 55%
• Offer-to-acceptance rate, offers accepted by the family. Target: 75%
• Average days from tour to enrolment decision. Target: 7 days or less
• Follow-up cadence adherence, post-tour sequences completed on schedule. Target: 90%
• Enrolments, total confirmed in the month. Target: 30 per month

Retention

• 12-month retention rate, enrolled families still enrolled 12 months later. Target: 85%
• Overall attrition rate, enrolled families exiting in the month. Target: 3% or less
• Early attrition rate, new enrolments exiting within their first 90 days. Target: 5% or less
• Re-enrolment and rollover rate, eligible families re-enrolling at year-end or fee increase. Target: 90%
• Family satisfaction NPS from the periodic family survey. Target: 70
• Occupancy and utilisation rate, filled places as a share of total licensed capacity. Target: 92%

KEY RELATIONSHIPS

Internal: Head of Sales, Centre Directors and centre teams, Marketing, Area Managers, Executive General Manager, Finance

External: Prospective and enrolled families, local schools, local businesses and community organisations