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Harry’s introduction to Crimson Education was far from carefully planned or part of a grand career strategy. “There’s no impressive story,” he admits. “A friend of a friend asked if I wanted a part-time job helping out with accounting at a startup. It sounded like a fun holiday job, so I said yes.”
At the time, Crimson was in its infancy. Founded in 2013, it was a small New Zealand-based company finding its footing in the global education landscape. Its vision: “To equalize the university admissions playing field, serving as the launching pad that equips students across the globe to overcome barriers of geography and legacy to compete on the world stage.”
For Harry, who was in his first year of a dual commerce and law degree at the University of Auckland, his focus was on study and finding part-time work. While working in the education sector wasn’t something he aspired to, the offer of a part-time job was opportune. His initial role was accounts assistant, but the startup environment soon exposed him to more diverse challenges and responsibilities.
“Because Crimson was so new, I quickly got involved in more than just accounting; everything touches money,” Harry says. “I even went to Shanghai to help launch a
partnership with an international school group. It helped me build a deep understanding of how Crimson operates because I was there at the ground level.”
In fact, it wasn’t long before this accidental job became a much more significant
commitment. Between taking on more responsibilities at Crimson and pursuing his degree, Harry found himself juggling dual demands. “As my commitment to Crimson grew, my time at university shrunk. I was working 40 or more hours a week, and my studies, which included doing honors in law, stretched out to six-and-a-half years.”
From accounting to advocacy, Harry’s role evolved as the company’s needs grew, and his own interests expanded. Recognizing a gap in legal expertise within the organization – at the time, legal matters were scattered among managers or dealt with on an ad-hoc basis – Harry approached CEO Jamie Beaton. “I told him I was studying law and had noticed there wasn’t anyone really owning the legal space at Crimson.”
Crimson facing a High Court litigation became the turning point for Harry. Although still a student, he led the case from the company’s side in collaboration with external counsel. That experience cemented his shift from finance to law within the organization, and after
graduating and being admitted to the bar, Harry formally stepped into his current role leading Crimson’s legal department.
Although his route to in-house was unconventional in comparison to the traditional private practice first pathway many newly qualified lawyers take, Harry doesn’t consider it a drawback. “I’ve no regrets. While I’ve missed out on some of the collegiality among other lawyers, I’ve had the chance to carve my own path. I’ve evolved into someone who’s comfortable problem-solving, knowing when to ask questions, and when to bring in external counsel.”
At its core, Crimson Education focuses on helping students become candidates for the world’s top universities. Through services like tutoring, mentoring, admissions counselling, and interview training, the organization empowers students to enhance their academic profiles. But Crimson’s scope goes beyond simply aiding students in applying to universities like Harvard or Stanford.
“We’re about helping students find the best-fit university for their goals and aspirations,” says Harry. “It’s not just about the big-name schools. It’s about giving students and families more options, whether it’s online schooling, admissions support, or even visa advice post-graduation.”
Crimson has also expanded into running schools itself, such as Crimson Global Academy, which is a fully online learning platform providing students access to top-quality teachers worldwide. This aligns with shifts in the education landscape, where online-first models have gained traction, especially post-pandemic. “Covid forced a rethink of how schooling could work online, yet the regulatory system hasn’t caught up,” Harry says.
Because legislative frameworks often assume education is delivered physically, it creates compliance hurdles for firms like Crimson. This gap between innovation and outdated regulation has kept Harry busy advocating for policy adjustments. He recently helped draft a submission to New Zealand’s Parliamentary Select Committee on Education regarding charter school legislation, which previously didn’t consider fully online education. Following Crimson’s presentation to the committee in Wellington, the Bill was amended to better accommodate online-first education models in charter schooling. Crimson has recently been approved to open and operate the first 100 percent online charter school in New Zealand, the Aotearoa Infinite Academy.
Crimson’s growth hasn’t been limited to geography or revenue. The education sector has become more dynamic thanks to globalization, technological advances, and shifting social expectations. Crimson’s evolution mirrors this, and what began as a boutique service for students in New Zealand has become a global player.
One notable expansion is Crimson’s foray into immigration services through its new venture, Concord. “A lot of students go to university overseas then want to stay and work there afterward,” Harry explains. “That’s where Concord comes in. We’re helping high-achieving graduates gain access to visas so they can stay and build their careers in places like the US.”
Harry says societal and political contexts are very much part of the education sector. “Education is emotional. Parents are investing in their child’s future, which makes everything higher stakes. And the sector itself is often subject to political pressures, like whether charter schools are funded or not. You have to look beyond the letter of the law and understand the politics surrounding it. That’s been a key part of my role.”
For Harry, the choice to remain at Crimson Education for nearly a decade boils down to one factor above all else, the sheer breadth of work. “We operate in 20 countries with many different business models, subject areas and challenges,” he says. This diversity keeps him engaged and excited about his work, with new opportunities for growth and impact ever-present.
His advice to young lawyers is to seek roles where they can grow across diverse areas. “The in-house role is fascinating because you work closely with one client – the company. You get to know the internal risk profiles, politics, and relationships deeply. It’s not purely legal work; it’s about navigating and influencing the business.”
