Ankit Khare.
What began as a decade-long observation of a broken funnel-where universities generated leads but couldn't convert them into sustainable admissions-has evolved into a purpose-built consulting firm that is redefining how Indian higher education institutions think about growth. Ankit Khare, Founder and CEO of UniBridge Consulting, shares how his journey from digital marketing to integrated growth strategy led him to build a firm that doesn't just generate leads, but owns the entire admissions lifecycle.
The Lead Generation Trap
"Very early on, I realised we were solving only one part of the problem," Ankit admits. His entrepreneurial journey began in 2012 with UniPro Education, a digital marketing firm focused exclusively on the education sector. Over the next decade, UniPro worked with more than 400 universities and colleges, helping them build digital visibility and generate student leads at scale.
But despite the volume of leads, a deeper problem persisted. "Institutions were getting leads, but admissions and revenue were still unpredictable," he says.
That realisation became sharper during his subsequent consulting role with an online education group in the fast-growing digital degree space. There, Ankit worked closely not only with marketing teams but also with sales operations-giving him a front-row view of how broken the growth funnel truly was.
"Even the best marketing fails if the sales process is weak," he explains. "And strong sales teams struggle if the lead quality isn't right. Growth needs both to work together."
That insight led to the birth of UniBridge Consulting in November last year-a firm designed to integrate sales and marketing into one accountable growth system for higher education institutions.
Why Education Needs Its Own BCG
Most large consulting firms-McKinsey, BCG, KPMG-don't operate in the education sector. And conventional education marketing firms focus purely on lead generation, while admissions agents work on a commission-per-seat model.
"Agents can deliver admissions today and disappear tomorrow," Ankit notes. "But institutions are left without internal capability. That's the risk we wanted to eliminate."
UniBridge positions itself differently. "We act like an EY or a BCG of the education space," he says. "We go and sit with the client, understand their business, and help them drive their capacities, build their processes right from scratch-and do everything or anything required for the next level of growth they're looking for."
Unlike agents who charge per admission, UniBridge operates on a typical consulting model. "We don't charge in that way. We deploy, fix, and manage everything for the client."
The Build-Operate-Transfer Model
At the heart of UniBridge's approach is a Build-Operate-Transfer (BOT) model-a unique approach in the education consulting space.
"It is all related to their sales and marketing efforts-till the time the student takes the admission," Ankit clarifies. "We don't recommend or support anything related to academic delivery. After the student takes admission, our role is over."
So how does it work?
"We go to a university and help them set up the right marketing objectives. We drive that marketing for them. Through that marketing, whatever funnel is created, that is managed by the sales team. We deploy that sales team, we manage that sales team, and we help to get the admission."
The model is designed for institutions that either lack sales and marketing capacities, have a fragmented approach, or don't execute effectively. "We help them build that first. Second, we help operate that part. Once we build that entire process-sales and marketing teams and everything-we help to operate that as well."
The commitment is long-term. "There's a contract of four or five years. After four years, I will hand over that entire process and stop managing it. I will transfer that capability to them."
The Vanity Metrics Problem
One of the most misunderstood aspects of higher education growth, Ankit believes, is the obsession with admission numbers.
"Institutions proudly talk about 5,000 or 10,000 enrollments, but rarely ask-at what cost?" he says. "What's the profitability per student? What's the cost per acquisition? What's the real impact on the P&L?"
According to Ankit, very few institutions operate with a corporate-style growth lens. "Growth without unit economics is just noise."
This is where UniBridge's data-driven approach makes the difference. Through custom dashboards, the firm tracks everything at a micro level-where the user is coming from, at what cost, from what campaign, from what source, and how many people have been deployed to ensure results.
"It's basically mapping the data with P&L and ensuring that the customer acquisition cost is well-tracked with every kind of source," he explains. "These dashboards help us take the right decision because we are tracking at a very, very micro level."
When Vanity Metrics Mislead: A Case Study
Ankit shares a telling example of how superficial metrics can lead institutions astray.
One of his clients was getting leads from both Meta and Google. But nobody was tracking the customer acquisition costs at the end. "What they were doing was spending one lakh rupees on Google and getting two or five conversions. On Meta, spending the same amount and getting four conversions. They thought ROI was better from Google because they got more conversions."
But that analysis was incomplete. "The cost per lead on Google was very expensive. That's why the customer acquisition costs were high. On Meta, the cost per lead was cheaper, but you were deploying more salespeople on those leads-spending more on salaries."
The right decision, Ankit explains, requires nuance. "Rather than working on a 100% expensive lead, I would give 20% extra cost on my salaries to convert more Meta leads, rather than giving 100% extra price on a CPL to Google."
"Everybody sees the vanity metrics and says, âOh, I've got so many leads. I've got so many admissions.' That's all it's done. That's not true from a P&L point of view."
Penetrating New Geographies
Expanding geographical reach is another area where Ankit's deep digital marketing experience-spanning more than a decade and 200-plus universities-comes into play.
"Digital marketing is the primary function behind it," he says. "I understand how to use it more effectively when it comes to penetration into new geographic areas, which helps drive growth from pockets where my client hasn't touched yet or has touched very briefly."
But digital marketing alone isn't enough. "You also need to have very effective stats in place. If you're going to a new geography, what is the acquisition cost? Is it higher than what you're getting from current geographies? Is it at par? You'll have to do little micro-detailing in terms of what data is telling you."
Without this discipline, institutions end up blowing money without results. "Which actually happens with a lot of universities. They try to penetrate geographies they're not operating in."
One Piece of Advice
"Stop looking at vanity numbers. Start looking at unit economics."
A career built on vanity metrics is fragile. One built on real data and sustainable economics is resilient. "The confusion you feel about growth isn't a flaw-it's a rational response to a market changing faster than the systems guiding you. Start with honest measurement. That foundation never expires."
