Write a 2-page reflection including 3 points raised by the guest speaker and how they relate to the content that we have studied in this course.  Why do these points matter?  Why did you choose these points to discuss?

Reminders: Single spacing requires blank lines between paragraphs.  Acceptable length is 1.75-2.5 pages. Good essays require opening and closing paragraphs and use good American English grammar and punctuation.

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March, 2020

ML Overview and Discussion

2

Introduction to Meteor Learning (ML)

ML’s Organizational Structure

ML’s Management Philosophy

ML’s COVID-19 Management Approach

Q&A

3

We are committed to education that drives life-changing career

opportunities for adult learners.

A MISSION-DRIVEN COMPANY

Students First

4

MAJOR SEGMENTS OF TALENT GAPS EXIST

16%

84%

3.4%

0.0%

growth (CAGR) for Opportunity Jobs 2004 – 2014

growth (CAGR) for non-opportunity jobs 2004 – 2014

Opportunity Jobs are defined as jobs with: $57.5k + annual salary 25.3% + salary growth 2004 – 2014

Just 16% of occupations have favorable salary levels and growth.

They are classified as Opportunity Jobs

Compounded Annual Growth Rate (CAGR). Sources: Bureau of Labor and Statistics; Indeed.com

Despite improving unemployment rates salaries have been stagnant and the middle class is shrinking.

5

THESE GAPS REPRESENT MAJOR OPPORTUNITIES

74%71% of Opportunity Jobs required

a 4-year degree or higher

of posted Opportunity Jobs are in

categories where employer

demand outstrips supply

Sources: Indeed.com, Georgetown University Center on Education and the Workforce

Demand outstrips supply in Opportunity Jobs, driven in part by lack of appropriate skills

11 Million Additional U.S. Workers needed with post- secondary credentials between 2014 – 2020.

Gap in Supply & Demand Despite high average economic returns to higher education, the supply

of skilled workers in the US has not kept pace with employer demand.

Cross-Disciplinary Skills Required A disproportionate share of cross-disciplinary competencies are

required for Opportunity Jobs, including computer and electronics

knowledge, complex problem solving and social skills

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High Demand from Adult Learners The adult learning segment is very motivated to pursue education as a means to

improved opportunities in the workplace.

Employers Need Talent Employers struggle to find sufficient talent, especially in areas that are being influenced

by trends in technological advancement, data utilization, and the need to integrate

hard- and soft-skills.

A fundamental market shift is underway, with adult-learner segment

eclipsing traditional 18-24 year old segment.

Skills Gap Continues to Grow Higher Ed has been slow to respond to this gap despite its enormous potential

advantage. As employers become increasingly inpatient, alternatives to traditional

Higher Ed stepping in to partially fill the gap for both consumers and employers

responding with alternatives.

THE OPPORTUNITY FOR HIGHER ED

EARLY HIGHER ED MARKET ENTRANTS CAN FILL THIS GAP

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Access to Growing Employer Network Access to our expansive and growing employer network supports creation of long-term

value for all institution partners

Our model provides significant advantages for institutions motivated to

‘win’ in adult-learner market

Focus on Student Outcomes Laser focus on students – rigorously documented high levels of student satisfaction

Employer-Aligned Programs Selection and creation of employer-aligned programs that add new students & new

tuition revenue. Also creates deep relationships with employers that builds long-term

value for the institution

METEOR SOLUTION

Experienced Best-in-class team, strong reference accounts with powerful results

Meteor Investment Capital to assist partners with a fast-forward strategy into rapidly changing market

8

COMBINED APPROACH TO DELIVERING EFFECTIVE ADULT-LEARNER PROGRAMS

Institution Meteor

• Strategic Assessment

• Program Design &

Development

• Marketing & Enrollment

• Employer Development

• Program Delivery & Technology

• Student Services

• Program Management

• Brand & Academic Reputation

• Faculty/Instruction

• Accreditation & Curriculum

Development Leadership

• Admissions & Financial Aid Processes

• LMS, SIS, Student Support

• Academic Advising

9

Meteor’s Employer Engagement Model

Advisory Boards Programming Educational Awareness Enterprise Skills

• Identify, source, facilitate leading companies to provide authentic and current input into program design/redesign

• Utilize to identify critical, highly sought-after competencies and potential applied mastery assessments

• Provide legitimacy and signal ROI for learners

• Deep employer-research as part of diligence process for new programming

• Regular and on-going input into programs

• Engage employers as thought leaders, providing strategic direction

• Develop student value-add such as speaker series and immersion events

• Develop and nurture ecosystem of employers with partnership agreements and on-going engagement

• Create and implement success plans aimed at employer skill needs, and employee channels

• Implement targeted relevant education (e.g. webinars, events) aimed at current topics, leading experts

• Enterprise level skills gap assessment, value add services

• Develop unique programming which leverages existing capabilities

• Secure employee commitments

10

Meteor’s Organization – Traditional Structure

CEO Executive Assistant

Mgr., Curriculum Production & Support

Partnership Mgr. HBU

Engagement Representative

Partnership Mgr. MC MEd.

Partnership Mgr, BC

Partnership Mgr. MC Corp

Engagement Representative

Partnership Mgr. BSC

CTO VP, PartnershipsCOO

VP, Marketing

Account Management Director

Account Management Director

Dir. Strategy and Operations

Marketing Manager Marketing Manager

Success Coach

Success Coach

Account Management Director

Controller and HR Director

Manager, Curriculum Services

Enrollment CoordinatorEnrollment Coordinator Enrollment Coordinator Enrollment Manager

Leadership

Operations and Finance

Technology

B2B Partnerships

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Meteor’s Organization – Matrix Structure

• Leadership, innovation

• Extraordinary stakeholder service

• Establish key metrics, provide company-level reporting

• Develop playbook, and drive across programs

• Develop and manage overall ML budgets

• Account manager as “air traffic control” — drive overall program success

• Management of account-level goals – enrolls, retention, budget, relationship management

• Escalate issues

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• Transparency

• Mission-driven decision making

• Rewarding creativity and experimentation

• Culture vs. strategy

Management Philosophy

13

Meteor’s Cultural Values

• Student-first approach

• Collaboration and teamwork

• Go the extra mile

• Entrepreneurial spirit

• Grit

14

Managing in a Crisis