Director of International Programs

Full-time, fully remote | Based anywhere in the world | Reports to the Senior Director of Global Programs and Foundations

About Students For Liberty

Students For Liberty is the largest pro-liberty student organization in the world, with volunteers active in 127 countries on every inhabited continent. With a multi-million-dollar budget and more than 80 full‑time staff, we identify the top pro-liberty students and empower them to become agents of change in their communities. Last school year, our students organized over 3,700 events with more than 221,000 people in attendance. We are a fully virtual, entrepreneurial organization with a team in the U.
S. and around the world.

Position Summary

We are looking for someone to lead Students For Liberty international regions. This is a full‑time, fully remote role reporting to the Senior Director of Global Programs and Foundations. Six Regional Directors report to you, covering Africa, Asia‑Pacific, Brazil, Europe, Latin America, and South Asia, along with the managers and associates who run the programs under them. We are looking for a leader who can bring six regions to a single global standard, name a problem before it reaches a number, and arrive with a plan that the regions have already agreed to.

SFL turns pro‑liberty students into leaders, and our goal is for a volunteer in Nairobi, São Paulo, or Kathmandu to receive the same quality of program, and for a leadership team to see a regional problem forming a quarter before it shows up in a report.

The Director of International Programs is someone who has already driven change through an organization and made it stick. You have taken a standard, a system, or a way of working and made it hold across units, each with its own leaders, history, and reasons to wait. You have walked into a team that was missing its targets, found the cause two levels down, and fixed it without breaking the team. You have told a senior leader something they did not want to hear and kept both the relationship and the goal. We want that capability pointed at six regions, the directors who run them, and the thousands of students who feel the difference.

A successful candidate will bring a firm commitment to classical‑liberal ideas and to SFL’s vision and mission.

What you will own

Diagnose

SFL should never learn about a regional problem from a missed number. You keep a live read on all six regions by talking with the people who do the work, not only the people who report it: regional managers, associates, and the coordinators they train. You test what the dashboards claim against what the field says. You own the monthly regional read that reaches the Senior Director of Global Programs and Foundations, and the rule governing it: every risk arrives with a diagnosis, a proposed fix, a named owner, and a date.

Align

Six regions built their own way of working, and much of it deserves to survive. Your job is to work closely with the Director of Programs Growth, decide what must look the same everywhere, and then make it so. You lead the rollout of SFL’s global program standards across Africa, Asia‑Pacific, Brazil, Europe, Latin America, and South Asia, following the sequence you set with the Director of Programs Growth. You own the case each director hears, the pilot region, the training, the moment adoption stops being optional, and the measure that proves it happened.

Steward

Every region has relationships that should outlast the staff who carry them; you decide how SFL shows up for them. You prepare your directors for the conversations that decide a partnership or a grant; you sit in on the ones that carry real money or real risk; and you make sure every contact and commitment lands in Salesforce and reaches the Development team instead of one person’s inbox.

Develop

Six Regional Directors and the managers under them should get better at their jobs because you hold this role. You set and sign each director’s yearly targets, review them against the quarterly scorecard, and treat a number under target as a shared problem with a written plan rather than a mark on a record. You coach directors through their own hard conversations and hold the team to the same goals when regions compete for attention and budget.