Turning Data Into District Relationships

The technology worked. The company had built a platform that pulls academic performance, attendance, school culture, operations, and finances into one coherent picture. That kind of cross-functional analysis takes significant time and staff, and most districts assemble it by hand, if they assemble it at all.

The company needed a strategy to get the platform in front of the schools, districts, and CMOs who could use it, and a plan for what would happen once those schools said yes. The CEO wanted a partner who could think through sales strategy and instructional integration together, because a tool embedded in a school’s daily life succeeds only when teachers and leaders are supported in using it well.

We worked directly alongside the CEO as a thought partner. That meant getting specific fast: identifying roughly 50 target schools, districts, and CMOs where the platform’s data model would solve a real, current problem, then building the sales strategy, pricing, and offerings to match.

In K–12, adoption and integration are two sides of the same coin, so we paired the sales plan with a professional learning and support strategy. Schools that said yes would have a clear runway to use the tool well.

We also rolled up our sleeves on the unglamorous, high-stakes work of co-writing RFP responses for districts, and stayed on as a sounding board for tools and resources as the company refined its offering.