Shaping the Future of Enrollment Management Leadership
By Amy Crutchfield and Shelley Arakawa | 2024-2025
AN INTRODUCTORY LETTER TO ENROLLMENT LEADERS
Higher education is experiencing unprecedented disruption due to multiple executive orders, the ‘Dear Colleague’ letter, calls to eliminate the Department of Education, and other demands placed on campuses. Words are insufficient. We are thinking of all of our colleagues who may be struggling and are proud to continue to support institutional leaders as they navigate these turbulent times.
In our work at WittKieffer, we are constantly seeking to understand what enrollment leaders are experiencing and how it is impacting their work. We do that first because we care, but we also think it helps us better serve our clients and candidates. One way we do that is through surveying enrollment leaders, which is typically conducted every four years. Our last research was completed in 2022, two years after the pandemic when the profession was feeling especially burned out. Given the dynamism of today’s landscape, in the summer of 2024 we decided to update the survey sooner. Little did we know how much would change from the summer of 2024 to now.
If we were conducting the survey today in 2025, we would probably ask some different questions. However, while the world has changed — again — many of the issues included in our survey remain the same. Enrollment leaders remain committed to their work, but they are also challenged by budget constraints and ever-increasing expectations. If anything, the events of recent months have exacerbated the issues already faced by campuses and enrollment leaders.
In addition to sharing our hope that the results of this survey are helpful to our colleagues in enrollment, we also want to convey our thanks. The work of enrollment leaders — dedicated to providing everyone with access to education — remains more important than ever. We know it’s challenging work and sometimes thankless. To all of the dedicated enrollment professionals who are working day after day to help more students achieve their college dreams, thank you.
Sincerely,
Amy Crutchfield
Shelley Arakawa, J.D.
About WittKieffer’s Enrollment Practice
With the largest and most experienced practice dedicated to enrollment management search, WittKieffer is the leading firm assessing and addressing the most pressing issues facing the profession. This is evidenced by our completion of more than 155 senior enrollment leadership searches in just the past five years. We leverage this experience, along with our unique insights into the impact of sound enrollment management on institutional success on our clients’ behalf for every search and leadership assignment. Our enrollment search team includes 10 experienced professionals with extensive expertise not only in executive search but also as former enrollment practitioners. WittKieffer’s Professional Search Practice (Admissions Directors and Financial Aid Directors) further expands our breadth and depth of knowledge in this space and feeds our pipeline for future heads of enrollment.
PRESSURES IN A DYNAMIC EDUCATION LANDSCAPE
Higher education’s enrollment landscape stands at a critical inflection point, driven by a number of converging forces:
• A constantly changing environment with political and cultural headwinds that require keen attention and adaptation.
• Continued budget pressures while the available pool of traditional college-age students is shrinking.
• A revolving door in leadership at all levels.
• A rapidly changing technological environment that offers efficiencies but also requires an investment in training and infrastructure.
• Intense competition for students.
• Persistent concerns about the availability and distribution of financial aid.
These disruptive forces are reshaping enrollment management, further elevating its strategic importance within institutions.
As performance pressures mount and the reach of enrollment expands, Chief Enrollment Management Officers (CEMOs) are being called upon to play increasingly pivotal roles in institutional strategy and long-term success.
Our recent research, encompassing surveys of 115+ CEMOs across U.S. institutions* reveals critical insights about their evolving responsibilities, professional development needs, and the strategic support necessary to ensure their teams can effectively drive institutional viability in today’s challenging higher education environment.
* This survey was conducted in 2024.
What’s keeping Chief Enrollment Management Officers up at night?
“Responding to and managing increased board, system, and legislative overreach.”
“Inability to rely on trends or models to project admission funnel behavior.”
“In the past two years, I’ve served three different presidents at my institution.”
“Increased volatility of external factors that are uncontrollable.”
It is mission-critical work, and while there are challenges navigating an ever-changing landscape, I am confident we will find effective ways to press forward.
- A CEMO asked about their optimism regarding the future of the profession
EXPANDING RESPONSIBILITIES AND ROLE CHANGES
The intensifying focus on enrollment has shifted the enrollment portfolio since our last survey, driven by the necessity to broaden the recruitment pipeline. As institutions seek to counter demographic challenges, enrollment management officers are increasingly leading international recruitment initiatives and assuming broader strategic responsibilities. This change is particularly evident in three key areas: visitor center operations, enrollment-focused marketing and communications, and outreach/pre-college programs — all critical touchpoints for differentiating institutions in an increasingly competitive landscape.
Historically, financial aid and student financial services have been integral components of most enrollment managers’ portfolios. However, enrollment leaders are now playing a more pivotal role in discussions about institutional financial health. This shift has brought strategies related to tuition increases, the strategic allocation of financial aid and scholarship funds, and the maximization of net tuition revenue to the forefront of their responsibilities.
I have been asked to (take on) more and more of the CFO’s work, creating what-if scenarios for budget creation.
- A CEMO asked about the biggest change in their role in the past 2 years
ADDRESSING A POTENTIAL LEADERSHIP GAP
Amid ongoing disruption in higher education, the chief enrollment management role is experiencing a period of significant transition. The majority of CEMOs we surveyed are considering or actively seeking a new role, with only 38% reporting satisfaction in their current positions.
For those contemplating a transition, most (60%) would prefer to continue leading enrollment within academia. This highlights the importance of addressing modifiable factors within their current roles to enhance job satisfaction and retention among CEMOs, promoting a dynamic and varied leadership landscape.
We need to bring up a more diverse and engaged group of future leaders... It’s important that as demographics at institutions change, so too should the folks bringing those students to the institution.
- A CEMO on how enrollment leadership is changing
Nearly two-thirds (62%) are considering a change in roles or retirement in the near future.
Among those seeking a new opportunity now or planning to in the next 12-36 months:
• 60% would pursue another opportunity leading enrollment
• 32% would pursue a different type of opportunity in academia
• 8% would pursue an opportunity outside academia
PREPARING FOR LEADERSHIP TRANSITIONS
CEMOs cite instability due to staff and leadership turnover as both a significant shift in their role and a key obstacle to achieving enrollment goals. Despite this, 55% of institutions don’t have a succession plan in place for the Chief Enrollment Management Officer position, and 48% don’t have a succession plan in place for their senior enrollment leadership team. This lack of preparedness exacerbates existing challenges, ultimately hindering the ability of enrollment divisions, CEMOs, and institutions to achieve their full potential.
Do You Have a Succession Plan in Place for the Following Roles?
The profession is at an inflection point as turnover and burnout are felt throughout the ranks and divisions that we oversee… My concern lies in succession planning that is limited as more and more people leave or choose not to enter the work.
- A CEMO on their optimism regarding the future of the profession
SUPPORTING THE PROFESSIONAL DEVELOPMENT OF ENROLLMENT TEAMS
Professional development offerings should focus on equipping enrollment management officers with skills in data analytics, predictive modeling, and strategic planning. These competencies are essential for navigating the evolving higher education landscape, which requires a fundamental reimagining of recruitment and retention strategies.
While many institutions provide professional development opportunities for enrollment leaders, a significant gap exists between what is offered and what they want: while 54% of CEMOs desire executive coaching, only 20% of institutions offer it.
These are the top skills identified by Chief Enrollment Management Officers:
For Enrollment Team Members:
• Developing workplace culture and staff motivation
• Data analytics and predictive modeling
• Cultivating innovation
• Visioning and strategic planning
For Chief Enrollment Management Officers:
• Data analytics and predictive modeling
• Budgeting and financial analysis
• Technology and digital tool expertise
• Advocacy and navigation of legislative environments
A shift in skillset required for success has not been matched with the development of the talent pool.
- A CEMO asked about their optimism regarding the future of the profession
PRIORITIZING INVESTMENTS TO SUPPORT ENROLLMENT
SUCCESS
Despite sector-wide challenges, 38% of institutions boosted enrollment division budgets over the past two years, with the increase occurring between 2022 and 2024.
Given the financial uncertainties, we expect that enrollment divisions will see increased budget reductions. It will be important for institutions to think strategically about what cuts could be made and where to prioritize spending for maximum impact on enrollment.
When asked about potential investment areas that could significantly enhance enrollment performance at their institutions, CEMOs identified the following key priorities:
INCREASING COMPENSATION
There is a clear upward trend in Chief Enrollment Management Officers’ compensation, suggesting a growing recognition of the position’s strategic value. The majority (53%) of CEMOs report an annual gross salary in the $150-250k range. Survey results indicated an increase in the proportion making $300-$350k per year, particularly among CEMOs at R1 institutions.
This shift in compensation packages reflects the heightened demand for experienced leaders who can navigate the complexities of higher education enrollment.
CEMO Salaries Shifting Upward
PRIORITIES FOR ATTRACTING AND RETAINING TOP ENROLLMENT TALENT
As institutions face the challenges of enrollment team turnover, attracting top-tier talent becomes increasingly crucial. While competitive compensation and benefits are important, Chief Enrollment Management Officers remain mission-driven, considering personal and institutional factors when evaluating new opportunities. Institutional leadership must thoughtfully combine offerings to address these factors and attract top talent.
Top Priorities for CEMOs Seeking a New Role
Universities need to really think about how important enrollment management is to their institution. Salary, reporting structure, and campus support are all critical.
- A CEMO on how enrollment leadership is changing
RECOMMENDATIONS
Develop succession plans:
• Work with institutional leadership and HR to create a succession plan for the Chief Enrollment Management Officer position.
• Prioritize identifying and developing internal talent for departmental leadership while creating comprehensive knowledge transfer protocols to preserve institutional expertise.
• Consider accessing the specialized skills and expertise of interim and on-demand leaders to navigate transitions and deliver value-critical initiatives.
Resource enrollment management for success:
• Prioritize funding for financial aid and scholarships in capital campaigns and articulate the importance of state and federal dollars in supporting students.
• Commit to sustained investment in technological infrastructure to ensure operational efficiencies and enhance the end-to-end student experience.
• Consider strategic allocation of resources toward marketing, recruitment, and retention to strengthen institutional viability in an increasingly competitive landscape.
Prioritize internal talent development and engagement:
• Consider executive coaching opportunities to customize the CEMO’s leadership development experience and focus on key skills.
• Design professional development offerings to expand reach and skillsets beyond staff members’ current areas.
• Ensure entry-level staff have access to professional development to build stronger enrollment teams.
Integrate enrollment management into campus strategic planning:
• Design reporting lines to reflect how an institution values the role of the Chief Enrollment Management Officer.
• Ensure that the enrollment management perspective is represented and valued at the leadership table and in decision-making circles.
• Build campus-wide understanding of enrollment management to foster engagement in enrollment efforts.
• Integrate enrollment management strategy into the institutional goals with clear objectives, metrics, and accountability.
APPENDIX:
Demographic Profile of Respondents
Reporting Structure Descriptives
* Less than 25% of CEMOs indicated the following departments report to them: marketing and communications (university-wide), bursar, summer programming, advising, student affairs, career services, institutional research, athletics.
METHODOLOGY
This report presents findings from WittKieffer’s 2024 survey of Chief Enrollment Management Officers (CEMOs) in higher education. The survey, conducted in summer 2024, examines the evolving role, compensation trends, and professional development needs of these critical leaders. Approximately 115 CEMOs participated in the survey.
We work with colleges and universities to build the leadership teams that foster opportunity and improve quality of life through empowering their learning communities, strengthening their academic offerings, and engaging their supporters.
Amy Crutchfield
Senior Partner
Since joining WittKieffer in 2005, Amy Crutchfield has developed a reputation for exceptional customer service, a keen eye for detail, and a steady approach that guides clients through every phase of the search process. As a careerlong executive search consultant, Amy has participated in nearly 450 searches for presidents, provosts, deans, and senior leaders in other administrative units. She leads the WittKieffer practice dedicated to Enrollment search and has supported more than 170 searches for leaders of enrollment management, admissions, financial aid, and registration. Amy is especially interested in and committed to identifying future leaders in higher education, with a particular focus on supporting women’s professional development. Since 2014, Amy has convened a forum on advancing women’s leadership in enrollment.
Shelley Arakawa, J.D. Principal
Shelley Arakawa, a champion and change agent with a passion for strengthening access and excellence in education, joined WittKieffer in 2019, and has participated in over 120 searches, including more than 80 for leaders of enrollment management, admissions, financial aid, and registration. Previously, Shelley held senior roles with the College Board, where she launched the organization’s first Native American Student Advocacy Initiative and directed the Summer Institute on College Admissions and School Relations and the Enrollment Leadership Academy. Shelley was the Manager of College Counseling for Foundation for a College Education and has held admission roles with Stanford University and Dartmouth College.
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About WittKieffer
WittKieffer is the premier executive search and leadership advisory firm developing impactful leadership teams for organizations that improve quality of life. We work exclusively with organizations in healthcare, science, and education — the Quality of Life Ecosystem — and provide essential knowledge, analysis, and perspectives that produce effective leaders and inclusive cultures. Through our executive search, interim leadership, and leadership advisory solutions, we strengthen organizations that make the world better. WittKieffer is proud to be 100 percent employee-owned. Visit wittkieffer.com to learn more.
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