Alexander Black
Alexander Black
Anna Kovalenko
Anna Kovalenko
Tiffany White
Tiffany White
Richard Greenwood
Richard Greenwood
Benefits
Strong & Motivated Team is Our Priority
Modern HR Practices
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Regular Team Building Activities
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Profit-Sharing Bonuses
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Health Insurance
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Holiday Bonuses
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Flexible Business Hours
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We are hiring
Career in Our Company
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Open Positions:
- 3D Archiviz Artist mid/senior
- Front-end Engineer (React)
- Backend Engineer (Node)
- UX/UI Designer
Our HR Workflow
Recruitment Process
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1. Review Applications & CV's
2. Interview Invitation
3. The Interview
4. Test Task
5. Welcome to Our Team!
1. Review Applications & CV's
What led to this decision to restructure?
The driving force and impetus for the decision to restructure is our commitment to provide King David’s signature educational offering to all our children. To be called King David, each school needs to deliver on our promise of teaching excellence, a wide array of subjects and disciplines in which to excel, world class facilities, a robust sports program, abundant social opportunities and a curriculum that pulsates with Jewish values and innovation.
The student numbers in the vast majority of grades have reached levels where maintaining this excellence and offering our students this King David experience has become compromised. The pipeline to the Victory Park Campus has become negligible and can no longer support the longevity of Victory Park. The consolidation of the campuses will unlock significant value and enable us to offer an unparalleled academic, holistic and Jewish education experience to all of our students.
This is a decision rooted in vision – one that positions us to thrive as a premier Jewish educational institution for decades to come. It’s about creating a stronger, more innovative, and future-proof Jewish education system that will continue to thrive for generations.
2. Interview Invitation
What process was followed to get to this decision?
The in-principle decision to restructure King David Schools from 10 schools across 5 campuses into 7 schools across 4 campuses did not happen overnight. Years of extensive research, observation of demographic changes, professional guidance and meaningful consultation with a wide range of stakeholders have led to this moment. It is a decision grounded in due diligence, strategic insight, extensive data. The decision has been taken by the South African Board of Jewish Education in consultation with community leaders.
While closing the Victory Park campus has been a discussion point for a number of years, SABJE has endeavoured to keep it going for as long as possible, despite the campus running at significant financial loss the past three years (approximately R10m deficit per year). The decision to close a campus that has contributed so much to South African Jewry and plays such an important role in the King David ecosystem has been excruciatingly difficult. This is not just a structural change – it is an emotional one. And we do not take that lightly. We are deeply aware that this decision touches people’s histories, loyalties, identities, and hopes for the future. We are not underestimating the emotional impact – in fact, we are committed to meeting it with empathy and action.
The warmth and uniqueness of the King David Victory Park Campus cannot be overstated. It is a magical place. King David Victory Park parents choose Victory Park. They love the sense of community it provides. This has been the case for decades and is a generational legacy. This is indicated by the fact that King David Victory Park families, on average, travel further to reach the school than other King David parents do to theirs. There is an undeniable loyalty to the campus and this sense of loss is significant and real.
Our vision for One King David will honour King David Victory Park’s unique culture – bringing its rich past into our future in tangible ways. SABJE is intent on ensuring that the King David Victory Park culture is maintained through many touch points and policy decisions.Â
Please see Q8 about how each child and family will be supported.
Please see Q9 about our support for the matrics of 2026.
3. The Interview
Why Victory Park?
Over the past 7 years the King David community has experienced a reduction in student numbers on all of our campuses. This was predicted 15 years ago due to an analysis of the reduction in Brit Milah numbers across the community. Whilst the reduction has been broad, Victory Park as a campus has experienced this phenomenon more acutely given the demographic shift of the community to Sandton and the Glenhazel/Linksfield areas.
These factors have been most evident in the King David Victory Park Pre-Primary School which currently has 30 students. In contrast, King David Linksfield and King David Sandton still have strong pipelines.
The King David Victory Park campus numbers (excluding King David Ariel) have declined by 39% during a 9-year period, with 770 students in 2016 and 471 in 2025. This number is anticipated to further reduce to 420 across the Pre-Primary, Primary and High School in 2026.Â
The reduction in student numbers and demographic challenges have created a system in which social and sporting viability is compromised and, if it continues in this vein, will compromise academic excellence too. Smaller grades across the campus result in limited social and sporting pportunities and a constant anxiety felt by parents and staff about the campus longevity.   Â
To run a high school with a comprehensive, robust academic offering, a broad variety of subject choices and superb teachers requires scale. This has become increasingly challenging to accommodate.
While Victory Park has felt the effects of the Jewish community’s broader demographic shifts more acutely than other campuses, this restructure is about strengthening the integrity and sustainability of the entire King David offering for the entire community.
Maintaining two high school campuses with similar offerings has become increasingly difficult to justify – not just financially, but educationally. Duplicated infrastructure and dispersed resources dilute the excellence we strive to deliver in academics, Jewish life, sport, and the arts.
Unifying our schools on a single high school campus allows us to create a richer, more cohesive experience that reflects who we are and what we stand for. This is a decision rooted in vision – one that positions us to thrive as a premier Jewish educational institution for decades to come. It’s about creating a stronger, more innovative, and future-proofed Jewish education system that will continue to thrive for generations.
4. Test Task
What other options have been considered?
In the years leading up to this moment we have heard calls to revive and regenerate King David Victory Park. Some have suggested to differentiate King David Victory Park as a boutique school with a more limited offering. Others have suggested we diversify the student body to boost enrolment numbers. These approaches, their pros and cons, have been discussed and debated by SABJE who have determined that they do not serve the community in the long run. Both options require us to compromise on the very essence of an excellent King David offering and the critical Jewish ethos of our schools.
King David’s dynamic educational experience means upgraded facilities, broader subject offerings, deeper Jewish learning, and outstanding opportunities in sport, culture, leadership, and innovation. The Jewish ethos of King David is not a subject on the timetable, it is the soul of our school. Without it, we are simply another educational institution.
5. Welcome to Our Team!
Why now? Why not wait?
The decision to potentially close the campus at the end of 2025 is based on the following critical criteria:
Maximum Staff Retention
 A closure in 2026 will allow SABJE to consider retaining virtually the entire staff complement. This is due largely to the high number of vacancies across the system in 2026 (retirement posts, contract positions etc). This allows us to hold onto excellent staff members and educators and ensure that King David Victory Park’s culture is able to live on, on the Linksfield and Sandton campuses. Were we to close in 2027, we would not have been able to guarantee as many job placements. The continued decrease in student numbers has also created anxiety amongst the teaching staff which would be further exacerbated in 2026.
High levels of anxiety and slow attrition
 Declining numbers leads to grades that are uncomfortably small, limiting the ability to maximise student opportunities and excellence. These smaller grades create a constant undercurrent of nervousness amongst parents. As was experienced this year, when a number of children leave a smaller grade, it becomes difficult to contain this anxiety and becomes a source of anguish for students, parents and staff. To further delay this decision, means to further perpetuate this stress, speculation and instability on the campus.
Ability to Invest
 Whilst SABJE and the King David Schools Foundation has spent over R65m on the Campus since 2014, the lower student numbers and shrinking pipeline have made significant investment on the campus difficult in the past two years. The trajectory of campus closure is an inevitability and investment drives sentiment. Our inability to invest heavily in the King David Victory Park Campus under these circumstances, means that these students are going to miss out on incredible opportunities that we can offer in a system that has greater scale.
The longer we wait, the harder it gets
 As the numbers decline at King David Victory Park, it gets harder to offer excellence. The fewer opportunities we are able to offer all the students, the more compromised their school experience becomes. We have always prided ourselves on offering an exceptional academic, Jewish and holistic education. The consolidation of the campuses will unlock significant value and enable us to offer an unparalleled Jewish education experience to all of our students. The longer we wait to close the campus, the more pressure it creates on the whole SABJE system and all families in the system. We also run the risk of losing students slowly through a demoralising gradual decline.
