Regional experience beyond a single market
In SEEK’s investment and education environment, I coordinated international digital operations across more than 15 markets. The work combined customer acquisition, analytics, technology and local teams, with different commercial conditions and customer behaviours by country.
Colleagues’ accounts describe practical work with teams in China, South Korea, Hong Kong and Taiwan and the ability to maintain effective relationships across multiple organisations. Earlier Google responsibilities covered EMEA and Latin America, adding a broader perspective on how international businesses operate.
My executive career in Australia and INSEAD’s Asian International Executive Programme in Singapore complement that experience. They inform a regional approach grounded in operating realities and informed local judgement.
Australia and New Zealand as an operating platform
For international investors, ANZ requires attention to management capability, customer economics, governance, commercial relationships and the quality of operating information. A regional platform also needs a clear relationship with the wider portfolio and headquarters.
I contribute to the strategy and leadership questions: what the business should prioritise, how responsibility will be distributed and which capabilities must be strengthened to deliver the investment plan.
The Managing Director and Operating Partner perspectives are complementary. One brings responsibility for the enterprise; the other connects ownership priorities with management performance across the portfolio.
Market prioritisation and commercial entry
I assess markets through the customer problem, competitive position, route to market, acquisition economics and capacity to deliver. The aim is to identify where the opportunity is attractive and executable, and the evidence needed to decide.
My advisory work for a US-based investment fund has included a market-prioritisation decision tool covering more than 12 countries. That experience reinforces the need to make commercial assumptions explicit and compare markets on relevant operating factors.
A practical entry plan connects market choice with the proposition, local relationships, leadership requirements, investment and milestones. Country-specific legal, tax and regulatory questions are addressed with the appropriate local expertise.
Leadership that connects headquarters and local teams
Regional performance depends on trust and clear accountability. Leaders need to know which decisions sit locally, how performance is understood and where support from the wider organisation will make a difference.
I work on the commercial and organisational conditions that make that relationship effective: a shared direction, useful reporting, capable market leadership and constructive communication with investors and boards.
My experience of international stakeholder coordination informs how I work across cultures and functions while keeping attention on the business outcome.
“Jose built and maintained robust relationships among senior stakeholders across five different organisations in his time at SEEK.”
“He has demonstrated his skills by implementing online trials in international markets that have returned significant ROI.”
Selected excerpts from LinkedIn recommendations · View my public profile
From regional strategy to operating performance
A regional engagement can bring together market assessment, review of a portfolio business, an operating-model reset or support for a defined expansion. The work should produce a direction that management can own and a credible view of the resources it requires.
I welcome confidential conversations with investors from the Americas, Europe and Asia about their ANZ and APAC priorities.
From investment portfolio to local execution
At SEEK, my Operating Partner deployment focused particularly on IELTS Australia and IDP Education within the investment portfolio. Regional priorities had to become workable local customer channels, commercial practices and management information.
This experience is relevant when international investors need an informed operating perspective across ANZ and APAC. It connects the wider ownership agenda with the capabilities and decisions of individual businesses.
International partnerships in the public record
OUA’s December 2013 announcement quotes me on Open2Study partnerships with universities in China, Abu Dhabi and Jordan.