Aliens Tattoo Art School
Website:
alienstattooschool.com
Job details:
Director of School
Reports to: Founder · Mumbai HQ
Aliens Tattoo is the most recognised name in premium tattooing in India — a ₹45 Cr brand with a credible line of sight to ₹500 Cr by 2030, built across three businesses: a premium studio network scaling from 14 to 100 locations, India's largest tattoo school, and a growing home-service line.
The school is the one with the widest runway, and it is really two businesses.
The first is the physical school — classrooms, batches, trainers, students who arrive as beginners and leave able to work. It is the largest of its kind in India, running at less than half the capacity it already has, in one city, with a template that hasn't been taken anywhere else yet.
The second is LILA, our online learning platform. A two-sided marketplace where artists anywhere in the world build courses and sell them to students they will never meet — where the ceiling isn't seats or cities, but how many people we can reach and how good the platform is when they arrive.
Together they are the answer to a question nobody has answered anywhere: tattooing is taught almost everywhere by artists working alone, and no one has built it into a real institution — a school with a network, a curriculum that holds, a certificate that gets someone hired. We intend to, and to take these two businesses to ₹50 Cr in five years.
We're looking for the person who builds that.
You will own both businesses, end to end, as one P&L — the revenue, the margin, and the economics of every seat and every subscriber underneath them.
That means the whole commercial engine: the funnel that fills the classrooms, the buying experience that converts a stranger on a website, the price of everything the business sells, and the decision about which markets to open next and what it costs to open them.
It means the academic side too: what gets taught, how courses get built, and the standard a graduate is held to before anyone hands them a certificate.
And it means the platform — the product students learn on, the creators who supply it, the economics that keep both sides of the marketplace worth staying on, and the markets it grows into next.
You'll build the team that runs all of it: school leadership, admissions, academic, platform and operations — hired by you, held to a bar you set.
You will report to the Founder, sit at the strategy table, and own the business that turns a craft into a career.
Running the P&L of a two-engine business with the unit economics underneath it: what a seat costs to fill and what it earns, price set against true cost, contribution known for every format before it scales.
Filling the school. The fastest revenue in this business is behind doors we already pay for. You'll own the funnel end to end — counselling, the school visit, the parent conversation where a parent is paying, the online buying experience — and the diagnosis when a stage leaks.
Growing repeat business, so a first course becomes a lifetime with the school: the advanced courses a graduate comes back for, the student who becomes a subscriber, and the alumni relationship that keeps the door open.
Growing the footprint into markets where the demand is real and the economics work — site, lease, build and launch, each new school opening ready to teach.
Building the online business as a two-sided marketplace: the artists who bring courses onto the platform and the students worldwide who subscribe to them, the economics that make both sides worth staying on, and the community and critique culture that makes people stay after the novelty fades.
Owning the academic product — what gets taught, in what order, to what depth; how courses get built; and the standard that decides who graduates and who does not. That standard is what a certificate is worth, and it is the first thing volume pressure attacks.
Building the learning systems students, trainers and parents see progress on — and running every school and the platform to one standard, so a student in a new city gets what a student in Mumbai gets.
Winning the accreditations, partnerships and industry standing that make the qualification count — skill councils, universities, government programmes, international recognition.
Building and growing the team that does all of the above.
You've run an education business, not just a school. Multi-location training or skilling — beauty, design, culinary, hospitality, technical — where you owned the P&L and the outcome, not a budget someone handed you.
You are strong on both halves of this, and we mean both. The commercial half: filling seats, pricing, unit economics, opening locations, hitting a number. And the academic half: curriculum built with people who build curriculum, courses developed as a system, an assessment bar you'd defend in public, learners who finish and can actually do the work. Most education leaders are good at one of these. This role needs both, in the same person, in the same week.
You've built online learning that works — not video uploaded to a site. You've developed courses, know what makes people finish them, and understand what changes when the skill is physical and the student is somewhere else.
You know what drives a student and what a parent needs to hear before they pay. You've built the technology that makes both visible — progress a student can see, performance a trainer can act on, a window a parent trusts.
You've opened locations, and you've closed institutional agreements — signed, not explored.
You build teams. You hire on merit, coach as standing work, and grow people until the business runs on their strength rather than your presence.
You respect the craft without needing to be the artist in the room.
Click on Apply to know more.