In 2024, the educational technology landscape experienced a major shift, with 67 percent of school districts continuously evaluating products throughout the year. District leaders are facing increased pressure to justify expenditures amidst shrinking budgets and heightened demands for fiscal accountability. At Tech & Learning’s EdExec Summit, education expert Greg Bagby led an esteemed panel of district leaders to share their distinct strategies for navigating vendor relationships, technology integration, and purchasing decisions. The panel featured insights from R.J. Gravel (Superintendent, Glenbrook High School District 225), Rachel Hazel (Superintendent, Troup County Schools), Richard Charles (CTO, Denver Public Schools), and Mikkel Storaasli (Superintendent, Grayslake High School District 127). They outlined precisely what their districts want from their technology partners.
Empowering Practitioners and Tightening Budgets
A core theme among the panelists was the absolute necessity of practitioner buy-in. Hazel emphasized that district cabinets depend on instructional staff to inform purchasing decisions because educators are the ones actively driving student success.
“We say all the time in our district that all of these wonderful tools that we have don’t teach kids… Our teachers teach kids. The people in the classroom teach kids”. Rachel Hazel (Superintendent, Troup County Schools)
Storaasli agreed, highlighting that a superintendent’s personal interest in technology should never override classroom needs; a superintendent’s job is simply to afford the tools that teachers require.
“If the practitioner doesn’t want it, then we don’t do it.” Mikkel Storaasli (Superintendent, Grayslake High School District 127)
To afford these tools, IT departments are becoming much stricter. Charles described his IT division as the “Department of No”. By enforcing strict data privacy agreements and centralizing purchasing, Charles’s district reduced its software applications from 1,800 down to 250, saving approximately $23 million in the process.
Vendor Dealbreakers and Red Flags
The district leaders were remarkably clear about what causes vendors to lose a district’s business.
For R.J. Gravel, whose district relies on local property taxpayers for 94 percent of its funding, financial transparency is non-negotiable, and explained that the quickest way to end a conversation is by dodging pricing questions.
“The quickest way for me to be out of a conversation is when I ask a direct question: how much does your product cost?” R.J. Gravel (Superintendent, Glenbrook High School District 225)
Gravel also demands that vendors commit to capping annual price increases at or below the Consumer Price Index.
Charles pointed out another massive red flag: vendors who bypass leadership to offer free software trials directly to teachers. Charles stated that discovering an unapproved pilot program in his district would immediately trigger a block of that software.
Additionally, Hazel advised vendors to focus on genuine problem-solving rather than pushing unnecessary products. She expressed that vendors need to help districts ask the right questions to avoid going down unproductive rabbit holes.
Technology Maturity and AI Integration
The panelists also addressed the ongoing “tech backlash” and the rise of artificial intelligence.
Hazel detailed how her district pulled away from a 1:1 device model for kindergarteners. She classified this not as a retreat from technology, but as “maturity,” ensuring that computers are used strictly as instructional tools rather than devices attached to young students 24 hours a day.
When discussing AI, Charles highlighted the rapid pace of technological change. He explained that while historical trades like electrical work offered decades of career stability, the half-life of modern technology skills has plummeted to roughly six months.
“We need to teach adaptability and flexibility and learn how to be a learner.” Richard Charles (CTO, Denver Public Schools)
Charles also emphasized that students must build agency and create with technology rather than merely consume it.
Storaasli framed the technology debate around human connection. He warned against using technology merely for its own sake, noting that students often resist forced AI learning.
“If technology is siloing us, siloing our students, then it’s the wrong use.” Mikkel Storaasli (Superintendent, Grayslake High School District 127)
Building Authentic Partnerships
Ultimately, the administrators want vendors to transform into true partners.
Gravel noted that a legitimate partner acknowledges their product cannot solve every problem and is upfront about their strengths and limitations. Furthermore, Charles stressed that independent research is the “gold standard” for proving a product’s effectiveness, dismissing internal vendor case studies as insufficient.
To build trust, the panel universally agreed on several key guidelines for vendors:
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- Avoid Cold Outreach: Vendors must stop relying on automated cold calls and inaccurate email mail merges to generate sales.
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- Ensure Integration Honesty: Technology companies must be completely honest when their systems cannot properly communicate or integrate with a district’s existing infrastructure.
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- Prioritize In-Person Engagement: Representatives should attend educational conferences and visit schools in person to witness the lived experiences of educators firsthand.
That shift from cold vendor to trusted ally is precisely what FutureB2B Education is built to support. We help you cut through the noise by grounding your go-to-market approach in what district leadership actually values: transparent fiscal models, educator-backed efficacy, and executive dialogues that build lasting partnerships. Get in Touch with the Future B2B Education Team