AM, Government Relations

1. Strategic Stakeholder Cultivation for Procurement (35%)

·  Build and deepen relationships with officials at the state level who are into decision making position, e.g. Principal Secretary Education, Finance Secretary, State Project Director SSA, and the CM’s education advisors.

·  Represent Ei-Shiksha assessments as an opportunity to generate diagnostic insights at school- and district-level by highlighting learning benchmarks and trend data. Bringing Ei-Shiksha assessments into more HP government schools is its own area of coverage for this role, not just a supporting data point for Mindspark; proactively brief officials on what the data shows ahead of budget and planning cycles.

2. Procurement Pipeline Development & Pre-wiring

·  Proactively monitor HP education budget cycles and EdTech procurement planning. Engage early with procurement planning processes to contribute to the development of evidence-based criteria — ensuring that rigorous evaluation standards and demonstrated implementation experience are reflected in how the state assesses EdTech solutions.

3. Competitive Intelligence & Positioning

·  Monitor the EdTech landscape in HP, including how alternative solutions are being positioned with government stakeholders. Develop a clear, evidence-based understanding of where Mindspark’s rigorous evaluation record, cost-effectiveness, and implementation track record — together with Ei-Shiksha’s independent assessment data — offer genuine differentiation, and articulate this credibly to government offices in procurement contexts.

4. Operational Government Coordination (10%)

·  Maintain working relationships with District and Block Education Officers. Coordinate monthly reviews with district officials. Facilitate government approvals for school expansion and resolve escalated coordination issues from field teams.

Skill & Will

Must Have

(one or two absolutely non negotiable skills)

·  Demonstrated track record of converting government relationships into contracts, procurement wins, or policy approvals — with specific examples of deals or budgets secured.

·  Deep understanding of how government procurement decisions are actually made — not just formal processes, but the budget cycles, approval hierarchies, and the informal dynamics that shape outcomes.

Good to Have

(Any one of two skills which will be good to have)

·  Prior experience working with HP’s education department or HP government, with existing relationships in HP bureaucracy and an understanding of the state’s political economy.

·  Background in government sales, business development, or strategic partnerships in the education or social sector; experience engaging proactively with government procurement processes at an early stage; experience presenting assessment or learning-outcome data to government officials as evidence for decision-making.

Not Suitable For

(Any one of two things which will not work for the role/ Ei)

·  Significant / frequent job hoppers

·  Those who define success through programme coordination rather than stakeholder advocacy and procurement outcomes.

Knowledge, Experience & Qualification

Essential

·  3-5 years in government-facing roles with a demonstrated track record of converting relationships into contracts, approvals, or policy wins at state or central government level.

·  Himachal Pradesh government experience strongly preferred: prior work with HP education department, understanding of HP’s political economy, and existing relationships within HP bureaucracy.

Core Competencies

·  Strategic relationship building: ability to identify decision-makers who control procurement and budgets, move stakeholders from awareness to active championship on both Mindspark and Ei-Shiksha assessments, and navigate competing government interests to build coalition support.

·  Procurement & business development acumen: ability to position solutions competitively, influence tender specifications before release, and manage complex multi-stakeholder government sales cycles.

·  Strategic communication: ability to translate programme outcomes and Ei-Shiksha assessment results into procurement language — “0.37 SD learning gains” becomes “best value per rupee spent on learning outcomes” — and tailor messaging for Finance officials (ROI), Education officials (learning outcomes), and political leadership (visibility and impact).