From Alignment to Vision: Unicon’s Kate Valenti on her Journey from COO to CEO

Okay, Kate, it’s great to have you here. It’s a pleasure meeting you, and thank you for taking the time to be part of the EdTech Mentor series.

Absolutely. Thanks so much for having me.

Let’s start with a little about who you are. Could you share some of your background, maybe a bit about your family?

My name is Kate Valenti, and I’m the CEO of Unicon, an education technology services firm. We’ve been in the EdTech space for 31 years. I like to say we were EdTech before EdTech was even a term. Our work revolves around digital learning enablement, with four key pillars: advisory, engineering, implementation, and support.

I’ve been with Unicon for nearly 22 years, starting as a project manager after coming from a management consulting background. Over the years, I moved through different roles, and I recently stepped into the CEO position, taking over from our original founders. This month marks my one-year anniversary as CEO. My role has been to transition the company from founder-led to founder-inspired leadership.

From a personal perspective, my husband and I are blessed with two smart and energetic boys. Around the same time I was starting this transition into the CEO role, my husband and I decided to relocate our family from the city in Arizona to rural property in the Pacific Northwest. My husband has his own business, so as a two CEO household we felt strongly about creating an environment and a pace with our home setting that allows both of us to escape and enjoy the outdoors with our boys, without leaving home. 

That’s an incredible journey. Over those two decades, you’ve had a unique vantage point to witness the evolution of digital learning. What are some of the fundamental changes you’ve observed from those early days to today?

So much has changed over the years. Twenty years ago, the focus was largely on technology for managing things.  Today, the focus has shifted significantly, especially in the last decade, toward the learner. It’s about understanding their needs and creating tools and processes that truly enhance their experience.

Back then, the goal was often to digitize existing processes, moving away from pen and paper to a digital environment. Now, there is an emphasis on  how to give learners tools and support that actually improve their experiences. A key realization has been that learners aren’t homogeneous—they’re incredibly diverse. This diversity is evident whether you’re working in early childhood, K-12, post-secondary education, or workforce development.

We’ve also seen a growing recognition of the importance of meeting learners where they are and providing tailored solutions that enhance their learning environment rather than just improving administrative processes.

Great insight. Shifting gears, I’m curious about the origin of Unicon and your succession as CEO. Has the understanding of digital learning tools among institutional leaders evolved alongside these changes?

Yes and no. The implementation of technology in education often follows cycles. For instance, 20 years ago, clients would approach us with the mindset that implementing a new tool was a silver bullet that would solve all their problems. Over time, they realized that technology alone isn’t enough—it requires human involvement, change management, and alignment with institutional strategy and culture.

However, these cycles persist. For example, learning analytics was seen as the next big thing, but people quickly realized that dashboards and data models only work if faculty trust and use them. Now we’re seeing similar attitudes toward AI—some believe it can solve everything if implemented, but the reality is that transformative value from technology requires integration with the human element.

How does Unicon prepare to stay ahead during these cycles while addressing clients’ evolving needs?

We avoid being on the “bleeding edge.” Our goal is to meet clients where they are, solving the problems they face today while anticipating challenges over the next 18–24 months.

We keep a pulse on the market by staying informed, talking to clients, and investing in the skills and technologies that align with their needs. For example, we transitioned from a heavy Java development focus to incorporating Python as it became more relevant. Our internal learning and development programs ensure our team remains up-to-date.

Ultimately, we focus on solving immediate problems rather than pushing solutions to problems clients don’t yet recognize.

Let’s talk about Unicon’s beginnings. Did the company start in the K-20 space or with technology companies?

Unicon has an interesting origin story. The company was founded in 1993 by two professionals from Arizona State University working in systems administration. One was up for a management position and did not  want the responsibility of managing other people, so they decided to start a consulting firm instead. The joke here is that, over thirty years later, our founders have been responsible for hundreds of families and careers.

Initially, they helped schools and businesses in Arizona connect to the internet—literally driving around and installing networking infrastructure. The turning point came when a leader from Cisco Networking Academy approached them to put content online. That partnership has lasted over 25 years, with projects spanning curriculum, software engineering,  and help desk support.

From there, Unicon expanded into higher education, EdTech companies, and organizations serving the education space. Today, most of our work is in higher ed and with EdTech firms, though we also serve foundations, impact organizations, and, to a smaller extent, K-12.

Okay. I think that’s a great example of one of those cycles—the initial cycle, you could say, of the Internet and its focus on education. Let’s talk about the succession from the founders to your role as CEO. How did you approach that transition? What were the challenges? I imagine when founders have been running a company for so many years, things are done in a particular way, which might not always be the best or might not align with your approach. Can you talk about that moment and share your lessons?

Sure. There were many moments along the path to CEO. I wasn’t a stranger to the business—I had been with Unicon for over 20 years when I started discussing succession plans with our then-CEO, John Blakley, or “Blake,” as we call him. My career at Unicon evolved from project manager to senior director of integration strategy, then into services leadership, executive leadership, and eventually to Chief Operating Officer.

In the COO role, I worked hand in hand with Blake, and it became a critical partnership. One of the biggest career lessons I learned was the importance of having a clear division of roles: one person or function setting the vision for the company and another ensuring execution. It’s very challenging for one person to effectively handle both.

As Blake prepared for retirement, I felt well-positioned to step into the CEO role, having worked closely with him for years. Transitioning into the role meant I had to adjust my perspective—each role requires a different focus and approach. Stepping up to CEO also meant ensuring I had an executive team capable of handling operational execution while I focused on strategy and vision.

I was fortunate to have the founders’ support, even when my decisions differed from theirs. They’re still on the board and have shared their thoughts and concerns along the way, but they’ve always supported me, even if they weren’t entirely comfortable with some changes. Knowing I had their backing gave me confidence in navigating this transition, even when they raised questions or cautions.

It sounds like a thoughtful and well-executed transition. You had all the knowledge you could possibly have about the company and worked closely with Blake. It seems like a perfect scenario: a smooth transition, co-leadership for a while, and the founders remaining on the board. So, what’s the vision for Unicon now?

Our vision is to be the partner of choice wherever innovation is happening in the EdTech space. Digital learning enablement happens constantly—not just for institutions but also for the companies and funding organizations that support them. We want to bring our unique skills, EdTech experience, and what we believe is our differentiator: delight.

It’s not just about product delight—it’s about people delight. We want to be a joy to work with, to show up with teams that our clients enjoy engaging with. Our value lies in not only our expertise but also in creating positive, meaningful interactions. We aim to receive feedback like, “They were skilled and amazing to work with.” That’s the hallmark of our unique proposition.

Whether through engineering and product development, advisory services like landscape scans, or implementation and support, we want to be the go-to partner for innovation in education technology.

Do you focus equally on all your services, or do you have specific areas of emphasis?

Internally, we organize into two practice areas. The first is critical infrastructure, which includes hosting, identity, and security—essentially, the components learners don’t directly interact with but are critical to their experience. The second is learner applications and experience, focusing on tools that directly touch the learner.

Currently, our portfolio leans more toward learner applications and experiences in terms of revenue. Engineering efforts—building and supporting digital experiences—are often larger for us than other areas. However, implementation and support are also significant parts of what we do.

In the learner applications space, beyond the LMS, are there any emerging trends or demands from institutions?

A few trends come to mind. Closest to home is the emergence of skills-forward approaches. We spoke before about learner diversity and the need for institutions to serve the unique needs of learners through different types of programming. The emerging skills economy enables learners to connect their skills resume with the needs of employers. ​But to do this, institutional systems need to be able to define, track, and validate learning at the skill or competency level, which is not how traditional systems were designed. 

Related to this is the emergence of CRMs—or learner relationship management systems—to track learner interactions and needs, similar to how businesses track customers. This insight is critical for areas like advising and student success. For example, student success teams can use CRMs to aggregate data on how learners interact with their institution, which helps them provide better support.

​Finally, AI is clearly an innovation trend. We're using AI in our product engineering efforts to build smarter features to deliver learner personalization.

How does Unicon provide value to institutions implementing skills-forward programs?

We often start with advisory services, helping institutions assess their current state and define their desired future state. For example, when implementing competency-based programs, we help schools identify what systems they need to adjust or add. This includes considering badging, credentialing, and how to signal learner achievements.

From there, we may move into implementation, which could involve engineering new systems, creating integrations, or modifying existing tools. Finally, we provide ongoing support, such as hosting platforms or offering commercial support for open-source solutions.

Our work spans multiple pillars—advisory, engineering, implementation, and support—depending on the institution’s needs.

Okay, great. Would you describe Unicon as a long-term partner for many institutions, or is it more common that they require help during a specific transition period, after which you step out?

Our portfolio absolutely has both, but our preference is long-term partnerships. Our focus is on relationship development, not transactional sales. We aim to be there as a school plans its strategy, to be a part of the conversation, and to also serve as an implementation partner.

Because we offer services across multiple areas, it’s often the case that we start with one project, which leads to another, allowing us to build relationships over time. We track metrics on client retention, and, for example, 95% of our Q4 revenue came from clients who had hired us within the last 18 months. That recurring business is vital for us because we don’t license anything—our revenue is entirely earned through delivering services.

Every statement of work is an opportunity to prove our value. When a client hires us for a second time, it’s the ultimate validation of their satisfaction. It signals that we delivered well the first time, and they trust us to do so again, whether it’s for the same discipline or a different one.

Okay, on that note—and I think this is the first time we’ve had a chief operating officer who has also been a chief executive—I have to ask: what’s the biggest challenge as a COO, and what’s the biggest challenge as a CEO? How do they compare?

The COO role is fundamentally about alignment. You’re making sure employees are aligned with the company’s vision and that the organization is aligned with client needs. I’ve always described the COO role as the chief alignment officer. Your job is to ensure everyone knows where they’re going, clients understand how you can help, and the team is aligned with the vision.

The challenge for a COO is often being the bridge between the CEO and everyone else. CEOs typically focus on big-picture vision and the company’s external context—what the company could and should be doing for clients and how it might innovate. COOs, on the other hand, are doers on the inside. They take that vision and translate it into actionable, executable strategies the team can rally around. You’re straddling two worlds: the big ideas and the operational realities.

I can’t speak for other CEOs, but one of my biggest challenges as a CEO who was formerly responsible for alignment and execution is to be sure that I am appropriately communicating the vision and empowering my executive team to execute (and staying out of their way).  

It sounds very familiar—like the dynamic between a president and a chief of staff.

Exactly.

As a CEO, where do you spend most of your time now? I know that’s a tough question, but what’s your primary focus?

I structure my week to prioritize vision. Mondays are dedicated to sitting, thinking, and ensuring the company has clear direction and remains relevant. Relevance is a major challenge for a 31-year-old firm like ours. While startups focus on gaining visibility, established firms face the challenge of staying relevant—especially with clients who already know you.

Often, clients associate you with a specific type of work, which can limit their perception of your capabilities. Part of my role is to ensure we communicate that we’ve evolved as a firm. We need to highlight the new and different things we can offer while maintaining our existing relationships.

About 20% of my week is spent on vision. Thursdays are dedicated to alignment, working closely with my executive team to ensure we’re all on the same page and equipped to support our teams. The rest of the week is a mix of thought leadership, market analysis, contracts, escalations, and the unplanned issues that inevitably arise.

If you don’t deliberately make time for vision, it can get lost in the day-to-day.

That’s very true—you can easily get caught up in the daily grind and end up in that bucket you want to avoid. Now, a related question: how do you attract great consultants to your firm? Especially those with relevant experience in education, who understand regulations and share the values needed to work in this space?

That’s a great question—and part of our secret sauce [laughs]. It starts with hiring well, which begins with having a strong network. By that, I mean not just my network but the firm’s collective network.

We intentionally hire mid- to late-career professionals. Our value proposition to clients is based on differentiated skills and real EdTech experience, so we need experts in this space. Early-career hires are valuable, but for our specific promise to clients, we need people with established expertise.

Our hiring strategy leans heavily on connections—people we’ve worked with or who we know share our culture and values. Values are incredibly important to us. We’re not just assessing whether someone can do the job but also whether they align with our culture and approach.

Our emphasis on delight—both in terms of product and people—is a key differentiator. When we interview candidates, we evaluate not only their technical skills and consulting ability but also whether they’re enjoyable to work with. This is essential because that’s what clients expect from us: experts who are also great collaborators.

We’ve been fortunate in attracting and retaining amazing individuals. Our average tenure is over 10 years, which is remarkable for a tech firm. Many of our leadership team members have been with us for 18 years or more, and some employees have celebrated 25 years with the company.

Do you see higher education institutions struggling to hire and retain that kind of strategic talent?

Absolutely. Institutions face several challenges. Salaries for technical professionals in higher education often can’t compete with what’s offered in other industries. The shift to remote work during COVID also expanded job opportunities—people can now work for companies across the country or even globally without needing to relocate.

Budget constraints add another layer of difficulty. Many institutions don’t backfill roles when employees retire, leading to skill gaps.

To address these challenges, we offer a service called Wayfind—our talent-as-a-service solution. It provides both short- and long-term strategic staffing. For example, if an institution needs a cloud engineer but can’t afford to hire one permanently, we can step in to fill that gap.

Our approach goes beyond staff augmentation; we bring in strategic expertise. Our hires understand EdTech and institutional processes, so they can integrate quickly and provide immediate value. It’s about filling gaps efficiently while supporting the institution’s long-term goals.

Okay. Previous generations were more inclined to work in institutions, have long careers, or specialize in a particular field. Do you think this has changed with younger generations today? Could this shift be part of the staffing challenges we see in institutions?

I’m sure it is. I don’t have specific data or research on generational patterns within institutions, but I can share some observations. As I mentioned earlier, we don’t hire many early-career professionals, so my perspective there is limited. It does feel like there have been generations that moved around every couple of years, seeking new experiences. However, among the earlier-career individuals we’ve hired—those in their second or third jobs—we haven’t seen that tendency as much.

I wonder if part of it comes down to alignment. If people feel happy, their values align with the organization, and they’re treated well, they’re more likely to stay. On the other hand, when I speak with folks in institutions, it’s often about a misalignment of values. For example, when budgets or organizational decisions signal that their work isn’t valued, or when promised investments in their development don’t materialize, people feel undervalued. I think today’s professionals, across multiple generations, are increasingly unwilling to stay in environments where their values aren’t aligned with those of their employer.

Right. That’s an excellent point. Now, shifting to marketing—since we’re a marketing firm—we need to talk about it. As a CEO, what’s your approach to marketing? What do you expect from this function in your company?

As a firm, our people are our product. What we sell is our talent. That’s why our marketing must reflect our unique equation: differentiated skills, EdTech experience, and delight. It’s not just about what we do; it’s about how we do it.

We focus heavily on content—articles, talent spotlights, and materials that showcase the expertise of our team. Marketing for us is about getting these messages out there and ensuring we’re visible in the community. For example, presenting at conferences is a form of marketing for us. It amplifies the opinions, skills, and abilities of our team while demonstrating the value we bring to our clients.

I pay close attention to the impact of our marketing efforts—how our materials are received, how people interact with our content, and where else we might want to be visible. I’m fortunate to work with our VP of Market Development, Kenna Ose, who oversees both marketing and sales. Together, we regularly evaluate how we can elevate our visibility and make our message resonate.

That’s a strong understanding. Often, clients don’t realize that when you’re selling services, putting people front and center is essential—it’s their expertise and experience that drive the offering.

Let me change gears here. This might sound a bit cliché, but I love asking this question: What career advice would you give your 20-year-old self?

I’d go back to something we just discussed. I’ve been incredibly fortunate to find an amazing company and spend most of my career here. It always saddens me when I hear people say they hate their jobs. Unfortunately, there’s a prevalent idea—especially in the U.S.—that work is just a grind you endure.

To my 20-year-old self, I’d say: if your values don’t align with your company or its leadership, find another job. You spend so much time at work that being in an environment that doesn’t align with your values or feed your soul is just not worth it. There are companies out there with real missions, integrity, and leaders who embody those values—seek them out.

That’s not to say I advocate for job-hopping. I’ve only had two employers in my professional career. But if you’re in a situation where your values are out of sync with those of your company or leaders, it’s worth finding an employer whose values resonate with yours.

Unicon has changed significantly over the past 30 years, going through ups and downs. But I always trusted that our leaders would act with integrity and do the right thing for us. My predecessor, John Blakley, had a mantra: “Take care of the client, take care of each other.” I knew I could count on that consistency, no matter what challenges arose.

That’s a great perspective. It’s also worth noting that some companies have published values, but their leaders don’t always embody them. It’s important to look for alignment between what’s written and how the organization and its leaders behave day-to-day.

Exactly. When interviewing with a potential employer, ask about their core values. Then observe whether you see those values reflected during the interview process. If you don’t feel they’re genuinely embodied from the outset, you can be fairly certain they won’t be present once you’re on the job.

At Unicon, we take this seriously. Every new hire goes through meetings where we discuss our values. Our performance reviews are aligned with those values, and we include questions about them in our employee engagement surveys. For example, one of our core values is uplift. We ask employees if they feel supported by their coworkers because that’s a clear reflection of whether we’re living up to our values.

I also want to ask about your partnerships. Since you advise, implement systems, and handle development, how do you choose the right companies to partner with and maintain those relationships?

For us, it all starts with client needs. We never announce a partnership unless we’ve already worked with the company and proven the value of the collaboration. Our partnerships arise from a need to better serve a client, and we evaluate potential partners based on alignment with our core values.

We’ve worked with some partners whose values didn’t align with ours, and those were one-time projects. We moved on. For us, it’s essential that our partners help us serve clients better and embody the same principles we expect from our own teams.

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