Built in-flight. Not on a whiteboard.

The situation

RMIT Online had an ambitious goal: to become one of Australia's largest online education providers. As the portfolio expanded, the commercial capability needed to grow just as quickly. Marketing, sales and student success were all being built simultaneously while the business continued to recruit students, launch new programs and scale operations.

Our challenge was to create a connected growth engine. Aligning brand, performance marketing, sales and student success into a repeatable, product-specific system that could scale with the business.

What we did

• — Unified the commercial operating model across marketing, sales and delivery.
• — Built measurement and reporting so investment could be tied directly to enrolments and revenue.
• — Designed repeatable planning, forecasting and operating rhythms across teams.
• — Built the internal capability, processes and governance to create a scalable growth engine.

The situation

A new business, sitting inside a well-known university brand - but needing its own identity entirely. RMIT Online had to walk and talk in a way that would attract its working adult audience. Online education was still a young category, and a stagnant one - nobody had really claimed it, and nobody had made it feel like it was made for the people actually studying that way. Recognition of the broader RMIT name was high. Recognition of this business, and what it stood for, was effectively zero. There was no owned audience and no presence beyond the odd campaign spike.

What we did

• — Positioned the offer against a market that didn't yet have a category.
• — Built a content ecosystem that underpinned 45,000+ enrolments across 169 programs.
• — Built social channels from scratch to a 70k+ engaged following.
• — Built a best-in-class always-on PR engine — regular syndication across product, leadership and research news, keeping RMIT Online in the conversation every week, not just at launch moments. — Built thought-leadership positioning across three audiences who all needed a different reason to care: learners, employers and government.