Hello, We Are ManageBac.We Provide a Curriculum First Learning Platform for the world's leading international schools.
Founded in 2006, we serve over 700,000 students and 2,500 schools in 120 countries.
Our Core Principles
We deliver efficiency.
We measure our success by the amount of time saved and paperwork eliminated.
Our schools are our investors.
They fund our development by paying for our service and by providing us with new ideas. We answer to them.
Software should be affordable.
Which is why our service is priced reasonably with no server required.
We are patient long-term builders.
Benjamin Franklin once said, “Energy and persistence conquer all things.” We work hard to build great software and to exceed expectations.
We don’t nickel and dime.
Our competitors love charging fees for setup, online training, maintenance and upgrades. We do not. There are no hidden fees and no surprises. We operate transparently.
Great service matters.
We take our responsibility seriously. We pride ourselves on our fast e-mail replies and 24/7 accessibility. Whether you are in Hong Kong, Geneva or New York, we are awake when you are.
Company Key Milestones
We’ve been serving international schools for over 10 years, and serving the community of IB schools has been our core focus. These are some of our key milestones.
Founded at the University of Pennsylvania by three IB Diploma graduates.
CAS Manager launches at the IBAP conference, simplifying CAS management.
MYP Community & Service, Extended Essay and ToK functions are added.
CAS Manager changes its name to ManageBac, reflecting a broader focus on the Diploma and Middle Years programmes.
The IB grants permission to digitize forms from the Handbook of Procedures.
Curriculum planning and assessment functions are added.
ManageBac crosses 1,000 schools and 1 in 2 DP students.
IBIS exam registration becomes fully automated. Goodbye manual data entry!
Launch of Primary Years system for curriculum planning.
OpenApply launches for the paperless admissions office of the future.
Launch of ManageBac iOS.
ManageBac User Group Conferences begin, further connecting our community of schools.
ManageBac launches en Español.
As the developers of the new IB eCoursework system, we launch direct integration with ManageBac.
We release Launchpad for single sign-on.
We announce a partnership with Pamoja, the provider of online DP courses.
Managebac crosses 2,000 schools and 4 in 5 DP students.
Founded in 2006 to transition schools off paper onto a curriculum-focused learning platform. Today we serve over 2,500 schools and over 700,000 students in 120 countries with a distributed team of 75 spread across 7 cities.
Faria was reorganised on Aug 1, 2016 to reflect our future focus as an international education service & systems company. ManageBac is an operating subsidiary of Faria Education Group Ltd.
Responsible for the overall business, strategy & planning and product design. Graduated with a B.S. in Economics from the Wharton School, University of Pennsylvania.
Responsible for overall system architecture, technical code quality and systems design.
Responsible for overall product vision, system architecture, and systems design.
Responsible for sales, support, and marketing operations. Graduated from Harvard College with a B.A. in Social Studies.
Responsible for overall UX & UI design across our multi-product suite. Leads our multi-disciplinary design team.
Responsible for learning management system architecture, technical code quality and systems design.
Head of Exams
Responsible for Managed International Baccalaureate Services and Components.
Responsible for the product branding & company identity, web design and production of all marketing & communication materials.
Work with us
Caring about the right things
For most technology companies, there is a sea of noise drowning out signal: PR, fundraising and vanity metrics are often misinterpreted in place of true success metrics. Signal for us means customer success with well-designed products and a strong, effective and long-term oriented team.
We are a Thoroughbred Horse, rather than a Unicorn: Unicorns vs. Horses
3Rs: Resilience, Resourcefulness & Responsibility
These 3Rs are essential for a global software company. Although we have six main offices in Taipei, Shanghai, Hong Kong, Chicago, London, and Ivano-Frankivsk the majority of our multi-disciplinary team works remotely. Remote culture builds accountability towards results and guarantees excellence in service through 24/6 support coverage. While a diversity of nationalities and time-zone differences can create short-term challenges, we believe it provides the best long-term structure to serve customers.
Knowledge & Experience
When you join a company outside of salary & bonus remuneration, you gain experience in seeing things done both right & wrong. You see how products are shipped, how mistakes & challenges are addressed, how initiatives & new product development occurs. Over time through observation, you learn processes, systems and benchmarks for service levels & costs – collectively our way of doing things.
Historically within SaaS globally, we are in the top 1% efficiency category across annualised churn, CLTV / CAC and product ROIC with a combined ratio that has exceeded 100% on average during the past ten years.
Market Selection & Product Development Process
Certain companies are built by accident – an idea on a napkin, a nagging problem. Our process for market selection and product development is deliberate and filtered against our Success Metrics inspired by SoftBank.
A: Passion We must love the business and wake up excited every day to go to work. We must believe that the passion will be there in 10-20 years.
B: Blue Ocean Wave There must be a ten-year tail wind of secular compound growth within the market and strong rational reasons supporting the market growth i.e. not growth resulting from short-term government policy or market distortions, but from healthy and sustainable development with sound logic & customer success.
C: Global Scale Leader Within ten years, there must be the potential for the company to be a global scale market leader.
D: Build & Stack There must be a natural opportunity to grow through building extensions from the core product i.e. the first product must function as the root of the tree with branches developing over time.
E: Staircase The business should have strong recurring revenue with minimal churn. It should not be possible to fall backwards over time even if growth slows, the past progress should serve as a floor.