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<\/figure>What inspired you to become an education agent, and how did you get started in the industry?<\/strong><\/p> I founded my education consultancy in 2008, but my journey in the international education sector actually began with my own plans to study abroad after finishing my master\u2019s. I researched courses and universities in Australia, Germany, Belgium, and New Zealand so thoroughly that I became, in effect, an education consultant for myself. <\/p> Although I wasn\u2019t able to go overseas for my studies, that deep, genuine interest and passion that I had in finding the right universities and programmes stayed with me. At the time, there weren\u2019t many professional education consultancies in Nepal, so my partner and I decided to start one. I\u2019m an owner, but first and foremost, I consider myself an education consultant.<\/p> After nearly 18 years in the business and having advised hundreds of students, my days are a mix of routine and flexibility. I usually start at the office by checking and responding to emails \u2014 I manage relationships with a lot of partner universities, so clearing my inbox and ensuring all queries are answered is my first priority. Most mornings, I spend an hour in a team meeting where we review recent trends, flag any issues, and align on what needs attention that day.<\/p> I intentionally keep the second half of the day more open. I use that time for research, training, and keeping up with changes in destinations and programmes, and I also take some student enquiries. As a co-founder, I still do counselling myself \u2014 I enjoy talking with students and helping them to work through their options \u2014 so I keep room in the day for those conversations.<\/p> “In our business, relationships grow organically – you build one connection at a time. For us, that starts with a simple principle: ethical counselling that prioritises the student’s best interests.”<\/p><\/blockquote> In our business, relationships grow organically – you build one connection at a time. For us, that starts with a simple principle: ethical counselling that prioritises the student’s best interests. Yes, it\u2019s a business and we need a revenue model, but our 18-year reputation is built on client referrals, a nod to our honesty and helpfulness.<\/p> Our counsellors offer personalised support to students, sometimes extending beyond regular office hours. We maintain contact with students even after they\u2019ve commenced their studies, and proactively check in, help resolve any issues, and remain accessible for any unforeseen challenges that they may face.<\/p> As for our partner institutions, we make a point of getting regular feedback from them through forms, follow-up calls or in-person meetings, so that we can continuously improve our services. We also collect feedback from our students. For example, when we place students in a new university, we ask them about the quality of support received from the institution\u2019s international admissions and support teams, to determine if we should recommend more students.<\/p> To maintain strong relationships, we keep our institution partners visible in the market through info sessions, webinars, and fairs, even if that destination is relatively \u2018quiet\u2019 because of policy changes or other factors. That ongoing activity reassures universities that we\u2019re always working on their behalf, and it helps us to know whether to scale recruitment up or down based on real, on-the-ground experience.<\/p> From our experience in Nepal, a few clear priorities do come up again and again. Families usually ask about the total cost of attendance \u2014 tuition plus living expenses \u2014 and that often becomes the first filter. Nepal is a price-sensitive market for the majority of applicants, so budget drives many early decisions.<\/p> That said, there\u2019s also a noticeable segment of families who will pay a premium if they believe an institution is highly reputable. They may even stretch their budget for perceived prestige or better long-term returns.<\/p> City, lifestyle, and proximity to support networks also matter a lot in Nepal. Students are often influenced by where their relatives or friends live; for example, a student with friends or relatives in Sydney is likely to favour Sydney universities even if there are good options elsewhere. <\/p> Visa policy is the next major factor \u2014 when visa rules or approval rates shift, students and agents react quickly. I\u2019ve seen whole cohorts move interest from one country to another because of perceived visa difficulties. <\/p> Safety and campus support are also real concerns, especially for families of female students. Parents frequently ask about on-campus security, student services, and how well a university supports international students. How do you adapt to industry shifts and ensure that your agency stays sustainable?<\/strong><\/p> This industry changes constantly \u2014 not just because of external factors like visa policies or economic shifts, but also because of changing student needs. Over 18 years, I\u2019ve learned that the best survival strategy is to provide excellent service. <\/p> Even in a digital age where social media heavily influences decisions, strong word of mouth still matters. Many of our students come to us through referrals from friends or family who\u2019ve had a good experience. That steady flow has helped us remain sustainable through market ups and downs.<\/p> Another important approach is not putting all our eggs in one basket. In Nepal, student preferences can shift overnight. If the US feels uncertain as a destination, or Australia\u2019s financial requirements are too high, students may quickly turn to a more feasible option. Early on, our agency focused heavily on the US and Canada, but we\u2019ve expanded to include other destinations, so that when one market slows, another can pick up the slack. There\u2019s no entry barrier in this industry. Anyone can start an education consultancy and now, with so many aggregators in the market, agencies can recruit students without having direct institutional partnerships. The downside is that many aggregators \u2014 understandably, from a business point of view \u2014 focus only on the institutions in their portfolio. That means students might never hear about other universities that could be a better fit for their needs, simply because they aren\u2019t in that portfolio.<\/p> For me, that approach doesn\u2019t sit right. If a student comes to me and none of the universities I represent are a good match, I still believe it\u2019s my responsibility to guide them toward better options \u2014 even if that means recommending institutions I don\u2019t directly work with. Students make a huge investment of time, effort, and money in their education, and we owe them advice that\u2019s in their best interest, not just ours.<\/p> Recruitment targets and revenue goals are part of running a business, but when they start driving every decision, we risk losing the heart of what education consulting should be about. The challenge for me is to keep holding onto the original values that got me into this profession: acting in the student\u2019s best interests, building trust, and thinking long-term, even when the market is pushing for short-term gains.<\/p> How have professional development courses, like the ones offered by ICEF Academy, helped you in your career? <\/strong><\/p> When you\u2019ve been in this industry for a long time, it\u2019s easy to feel like you already know everything. But taking the ICEF Academy<\/a> training reminded me how much there still is to learn. <\/p>
What does a typical day look like for you as an education consultant, and how do you approach your responsibilities?<\/strong><\/p>
When it comes to students, how do you maintain strong relationships with them and even with the institutions?<\/strong><\/p>
What are the main considerations that students and their parents or guardians have when choosing a study destination or an institution?<\/strong><\/p>
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We\u2019ve also changed the way we recruit students. In the past, we were mostly relying on walk-ins or referrals. Now, we actively reach out \u2014 visiting schools, running information sessions, even offering test preparation services on-site. And of course, we meet students where they are online, whether that\u2019s through Instagram or other social platforms.<\/p>
As an education agent, what are some of the biggest challenges you\u2019ve faced \u2014 and how do you navigate them?<\/strong>
One of the biggest challenges we\u2019ve faced is the rise of aggregators – particularly when it comes to ethics and the way they recruit students.<\/p>