How to apply for Head of Corporate Engagement

About Good Food Institute (GFI)

The Good Food Institute is a nonprofit that promotes research and development of alternative proteins to reduce reliance on conventional animal agriculture. This role sits within GFI APAC, which works across the Asia-Pacific region and coordinates with GFI Korea and GFI Japan.

About the role

The Head of Corporate Engagement leads GFI APAC's corporate engagement strategy and partnerships to accelerate alternative protein adoption across Asia-Pacific. You will identify systemic barriers to scale-up, design interventions, manage a team of two, and work with the Policy team to translate industry needs into policy recommendations. The role reports to the Chief of Staff and involves regular travel across APAC.

A typical day

A typical day may include calls with companies, investors, or industry stakeholders across APAC, internal meetings with your team of two, and coordination with the Policy team or GFI Korea and GFI Japan. You may also prepare for or attend industry events and travel. Ask the hiring team about the actual split between external meetings, internal work, and travel.

Who Good Food Institute (GFI) is looking for

• 10+ years in food systems, alternative proteins, corporate strategy, management consulting, corporate affairs, investment, or related fields.
• Strong commercial judgment and experience leading a team, including setting priorities and performance expectations.
• Ability to build and maintain relationships with companies, investors, and industry stakeholders across multiple countries.
• Experience working with policy teams or translating stakeholder needs into policy recommendations and advocacy efforts.

Tips for this application

• Show a track record of building corporate partnerships in food systems or alternative proteins. Give specific examples with company names, deal types, and outcomes.
• Demonstrate regional experience in Asia-Pacific. List countries you have worked in, local networks you have, and any language skills.
• Explain how you have identified systemic barriers and designed interventions. Use one or two concrete cases with measurable results.
• Describe your team leadership experience. State how many people you managed, how you set priorities, and how you handled performance.
• Connect your work to policy. Give an example where you translated industry needs into policy recommendations or advocacy.

What to cover in your cover letter

['Your 10+ years of relevant experience and why it fits corporate engagement in alternative proteins across APAC.', 'A specific example of a corporate partnership or engagement strategy you led, including the barrier you addressed and the result.', 'Your experience managing a small team and coordinating across regions or offices.', 'How you have worked with policy teams or advocacy efforts to support industry growth.']

Research before applying

• Read GFI APAC's published reports, corporate engagement materials, and any Asia-Pacific alternative protein market data.
• Check GFI Korea and GFI Japan pages to understand their work and how the three offices coordinate.
• Review GFI's policy positions and advocacy efforts, especially those related to investment and innovation ecosystems.
• Look up recent APAC alternative protein company and investor activity to speak to current stakeholders and barriers.

Likely interview topics

Based on the job description, expect questions about:

• How would you identify systemic barriers to alternative protein scale-up in Asia-Pacific and prioritise interventions?
• Describe a time you built a relationship with a major company or investor. What was your approach and outcome?
• How do you manage a small team while supporting regional alignment across GFI Korea and GFI Japan?
• Give an example of translating industry stakeholder needs into policy recommendations.
• How would you represent GFI APAC at industry events and position it as a trusted, evidence-based partner?

Common mistakes to avoid

• Applying without showing any Asia-Pacific regional experience or networks.
• Focusing only on general nonprofit or mission interest instead of commercial judgment and partnership results.
• Ignoring the policy collaboration aspect or failing to show how corporate engagement connects to policy work.