In this presentation we will examine the situation of English as a Second Language (ESL) program managers, many of whom are charged with the responsibility of marketing their programs and recruiting students internationally, often with little or no training in how to do so (Eaton, 2005). Not only are they set forth ill-prepared, the repercussions for insufficient revenue generation may be harsh, including having to fire instructors or having their programs may be closed by the very institutions they serve (Mickelson, 1997; Soppelsa, 1997; Staczek, 1997), many of which regard such programs as lucrative (Rubin, 1997). Building on the work that has been done in this field to date, my research adds in the voices of three language program directors, Anuradha (English for Academic Purposes), Karen (English for Professional Purposes) and Yassin (English Language Program, Continuing Education) each of whom directed a different program at the University of Calgary at the time this study was conducted. They offer commentary and insight into matters of importance for ESL administrators. Finally, I shall offer some recommendations on how things may be improved for the future.