As demographic shifts reshape higher education, institutions are increasingly turning to global enrollment to support long-term growth and institutional goals. Success depends on pairing strategic recruitment with personalized student support, career readiness and a campus-wide commitment to global engagement. In this interview, David Di Maria discusses how institutions can approach global enrollment as a long-term strategic investment and how personalized support and career development can strengthen the international student experience.
The EvoLLLution (Evo): As institutions confront the enrollment cliff, what should global enrollment play in terms of the long-term growth strategy?
David Di Maria (DDM): The first thing to recognize is that growth, by itself, shouldn’t be the strategy. Institutions need to start with their mission and a clear understanding of what they’re trying to achieve academically, culturally and economically. Once that foundation is in place, then global enrollment becomes part of a broader conversation about institutional excellence.
For some institutions, that may mean bringing the world to campus, so students gain access to diverse perspectives and international experiences they might not otherwise have. For others, it may be about supporting research agendas, particularly in fields where international students make up a significant portion of the talent pipeline and help sustain critical programs.
At the same time, institutional leaders need to take a global view of demographic trends. While countries like the United States face enrollment challenges, other regions have growing youth populations and increasing demand for higher education opportunities. Global enrollment can help institutions connect those realities in a way that supports academic programs, workforce needs and long-term sustainability, but international students should be viewed as valued members of the academic community, not simply a solution to enrollment shortfalls.
Evo: Where are institutions getting international recruitment correct, and where are they still relying on these outdated approaches?
DDM: Where institutions are getting it right is in recognizing international enrollment management as a distinct professional field. The institutions that invest in specialized knowledge, training and systems are the ones better positioned to sustain enrollment, not necessarily grow dramatically every year but maintain strength relative to peers.
Where many still struggle is in treating international recruitment management with the same approaches they use for domestic students. Different markets require different cultural knowledge, communication channels, time zone considerations and an understanding of local academic systems. The institutions moving in the right direction are institutionalizing knowledge, centralizing expertise where appropriate and working with local partners who can serve as cultural bridges. Without that work, international recruitment becomes less strategic and more dependent on hope.
Evo: How must institutions rethink engagement for international students who are increasingly expecting the personalized experience and those clear career outcomes?
DDM: International students increasingly expect the same things as all students: personalized support and a clear connection between their education and future career opportunities. Institutions are making progress by creating more peer-to-peer engagement opportunities that connect prospective students with current students who share similar backgrounds, languages or experiences. Those conversations often provide a level of authenticity and personalization that institutions can’t replicate through traditional marketing alone.
Career outcomes are equally important. Institutions need to go beyond helping students succeed academically and ensure they can articulate the value of their international education experience to future employers. That means providing tailored career support, cross-cultural career preparation and guidance on navigating different job markets and professional expectations.
The institutions doing this well are taking a holistic approach, combining personalized student engagement with practical career development resources. Ultimately, the goal is not only to help students thrive during their studies but also to help them translate that experience into meaningful professional opportunities after graduation.
Evo: Beyond recruitment, what does it take to build a truly global learner experience that will drive enrollment and student success?
DDM: A truly global learner experience requires institutions to move beyond the idea that international students alone are responsible for adapting. Success comes when institutions create an environment where both students and the institution learn from one another. That starts with investing in faculty and staff development, so employees are better prepared to support students from different educational, cultural and linguistic backgrounds. It also requires intentional programming that goes beyond meeting immediate needs and instead helps students build confidence, independence and a sense of belonging.
The key is designing experiences with clear learning outcomes. Whether it’s orientation, community engagement, peer programs or everyday support services, institutions should be asking how each experience helps students navigate their new environment and become more successful members of the campus community. Ultimately, a global learner experience is built through intentionality, continuous learning and a commitment to inclusive excellence. When institutions focus on those areas, they strengthen not only recruitment outcomes but also student success, retention and long-term engagement.
Evo: What will separate the institutions that use global enrollment as a strategic advantage from those who are seeing it as a short-term solution to fill the holes in enrollment?
DDM: The institutions that gain a long-term advantage from global enrollment are the ones that treat it as a strategic investment rather than a short-term enrollment tactic. That starts with having dedicated professionals, not simply assigning international recruitment as one responsibility among many, and ensuring those experts have a seat at the table when enrollment and institutional strategies are being developed.
It also requires campus-wide collaboration. International enrollment cannot operate in isolation from marketing, financial aid, housing, student services or academic leadership. The most successful institutions build global engagement into broader institutional planning rather than treating it as a separate initiative. Long-term success is also driven by partnerships—whether with overseas institutions, school counselor networks, local market experts or in-country representatives who provide deeper insight into student needs and market dynamics.
Most importantly, institutions need to remain committed through periods of uncertainty. Global enrollment has always experienced ups and downs, but the long-term demand for international education remains strong. The institutions that continue investing, building relationships and maintaining a global presence during challenging periods will be best positioned to succeed over time.
Evo: Is there anything you’d like to add?
DDM: The biggest unknown right now is AI and how quickly it may reshape international enrollment. Traditional processes, systems and timelines could look very different in a few years. That uncertainty means institutions need to remain flexible and willing to adapt. Higher education often moves deliberately, but agility will be critical to staying relevant and competitive in a rapidly changing environment.