Ryan Pinto on Revolutionizing Education for Tomorrow's Leaders

*Ryan Pinto on Revolutionizing Education for Tomorrow's Leaders At the heart of every great institution lies a defining moment—when purpose meets passion, and legacy begins to take shape. For Ryan Pinto, that moment came not in a boardroom or during a strategic planning session, but at an airport in 1990s Mumbai. It was there that he witnessed his mother’s profound impact on a former student, a moment that crystallized his own calling within the family business.

Today, as CEO of Ryan Group—one of India’s most respected private education providers—he is driving a quiet revolution: transforming how students learn, leaders emerge, and futures are shaped. Under his leadership, the group has evolved from a regional network of schools into a globally recognized brand, with campuses across India and the UAE, serving over 250,000 students and employing more than 18,000 educators.

In an exclusive conversation with our publication*, Pinto reflects on leadership, the future of education, and what it truly means to scale a mission-driven enterprise.

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A Legacy Rooted in Purpose Founded in 1976 by his father, Dr Augustine F Pinto, Ryan Group began with a simple yet powerful mission: to democratize access to high-quality English-medium education in India. “Back then, it wasn’t just about setting up schools,” Pinto recalls. “It was about offering families something they had never had before—access to global opportunities through education.”

Growing up surrounded by classrooms, lesson plans, and endless discussions about pedagogy, Ryan Pinto initially harbored ambitions of carving out his own path. But life had other plans. A chance encounter at the old Bombay airport changed everything.

“I was about to leave for university when I saw this grown man run up to my mother,” he says. “She greeted him by name, asked about his siblings, remembered the year he graduated. He dropped to his knees, overcome with emotion.”

That moment, Pinto says, illuminated the deeper purpose behind the family's work. “We weren’t just managing institutions—we were building relationships. We were shaping lives.”

Building a Scalable Vision Without Losing Sight of Values Over the past 16 years, Pinto has led Ryan Group through a period of unprecedented expansion. From its early days operating in a handful of cities, the group now spans 18 Indian states, with plans to double its footprint in the next decade. Most notably, the group has extended its reach overseas, establishing four campuses in the UAE and launching Ryan International Academy—seven schools offering globally benchmarked curricula such as the International Baccalaureate (IB) and Cambridge programs.

Yet, for all its growth, Pinto insists that the group remains rooted in its core values. “We don’t have external investors. We’re not chasing arbitrary revenue targets. Our model is built around ownership—not franchising—which gives us control over quality and consistency,” he explains.

This approach, while capital-intensive, ensures that each school operates as part of a unified system. Every campus follows standardized processes, teaching methodologies, and infrastructure guidelines. But more importantly, it preserves the ethos of care and personal connection that defines the Ryan experience.

“We’re not growing for the sake of growth,” Pinto emphasizes. “Our goal is to expand thoughtfully, sustainably, and always with the student at the center.”

Tackling the Talent Challenge Head-On One of the biggest hurdles facing any educational institution today is attracting and retaining top-tier talent. In India, where teaching is often undervalued professionally and financially, this challenge is particularly acute.

“Education has lost its shine as a career path,” Pinto observes candidly. “Young people no longer see teaching as aspirational. And that’s a systemic issue we must address if we want to elevate the quality of learning.”

To counter this trend, Ryan Group has taken a proactive stance. The organization invests heavily in teacher training, professional development, and competitive compensation packages. More importantly, it fosters a culture of recognition and growth within the institution.

“We want our teachers to feel valued, supported, and empowered,” Pinto says. “They are not just deliverers of content—they are mentors, role models, and architects of tomorrow’s leaders.”

The group also runs internal leadership academies, identifying high-potential educators and grooming them for administrative roles. By creating clear pathways for advancement, Ryan hopes to reframe teaching as a dynamic, impactful profession.

Leading Through Disruption: Lessons from the Pandemic The global pandemic tested every aspect of Ryan Group’s operations. With physical classrooms shuttered and traditional learning disrupted, the organization had to pivot rapidly to digital platforms.

“It was a wake-up call,” Pinto admits. “We realized that technology wasn’t a luxury—it was a necessity.”

Within months, the group rolled out a comprehensive hybrid learning framework, combining online instruction with offline resources. Teachers were trained in digital tools, students received devices where needed, and curriculum content was adapted for virtual delivery.

While the transition wasn’t seamless, it underscored the importance of agility and adaptability in leadership. “As CEOs, we can’t afford to be rigid,” Pinto notes. “You have to anticipate change, embrace innovation, and lead with empathy—especially during uncertain times.”

Innovation Meets Tradition: The Future of Learning Looking ahead, Pinto envisions a future where education is deeply personalized, technology-enabled, and emotionally intelligent. At Ryan, this translates into initiatives like AI-driven assessment tools, immersive learning experiences, and a renewed focus on socio-emotional skills.

“Tomorrow’s leaders won’t be defined solely by academic excellence,” he says. “They’ll be resilient, collaborative, and globally aware. We’re preparing them not just for jobs, but for life.”

Central to this vision is the concept of lifelong learning. Ryan Group is exploring partnerships with universities, startups, and edtech companies to create continuous learning ecosystems that extend beyond K-12 education.

Equally important is the group’s commitment to accessibility. As it expands internationally, Ryan aims to make its offerings more inclusive—both in terms of cost and curriculum design.

“We believe that quality education should not be a privilege,” Pinto affirms. “It should be a right. And that belief will continue to guide everything we do.”

Final Thoughts: Leading with Heart As our conversation draws to a close, Pinto reflects on what it means to lead a purpose-driven organization in a rapidly evolving world.

“To me, leadership isn’t about making decisions in isolation,” he says. “It’s about listening—to your team, to your community, and to the future. It’s about staying grounded in values while remaining open to transformation.”

For Ryan Pinto, that transformation is already underway. Through thoughtful expansion, a commitment to excellence, and an unwavering belief in the power of education, he is not just shaping the next generation of learners—he is redefining what it means to be a leader in the modern world.

And somewhere, in airports and classrooms alike, there may be young people who will remember him, just as he once remembered his mother—with gratitude, inspiration, and a deep sense of possibility.