Building a Category from Scratch: Christine Lee on Elsevier’s Game-Changing Moves in the Faculty Information System Market.

Thanks, Christine, for joining us. It’s an honor to have you on the EdTech Mentor series. Let’s start by discussing your background and the journey that led you to join the EdTech world.

Hi, and thank you for the opportunity. I’m based in Austin, Texas, and have been here for about 20 years now. My journey in EdTech began at the University of Texas at Austin, where I was the first marketing hire at the Harry Ransom Center. That experience sparked my interest in education, and years later, I moved into EdTech full-time. I worked at Interfolio, which was acquired by Elsevier two years ago. I’ve been with them for about five and a half years now, starting with content and editorial before moving into PR, product marketing, and demand generation. Working in a startup environment like Interfolio gave me the chance to explore many areas within marketing, which has been incredibly rewarding.

Can you share a bit more about Interfolio’s business and your experience when you first started?

Interfolio provides SaaS solutions for colleges and universities, specifically focusing on the faculty life cycle. It helps with faculty hiring, reviews, and activity reporting. When I joined, we were pioneering a Faculty Information System (FIS) category, which was relatively new. We worked to help faculty focus more on teaching and research by streamlining administrative processes. At Elsevier, I now oversee a suite of global SaaS solutions for higher education, with a broader focus beyond the faculty.

Why is there a distinct need for a Faculty Information System separate from a Student Information System?

Good question. Just like a Student Information System (SIS) supports a student's journey, a Faculty Information System (FIS) manages the lifecycle of faculty, who are key to institutional success. Interfolio created this category because faculty are both a major cost center and a revenue driver for institutions. By simplifying processes like tenure reviews, which were previously manual, we allow faculty to focus on teaching and research, ultimately improving the student experience.

You mentioned that Interfolio built the FIS category. Can you explain how you recognized this need and approached building a new category?

We followed the "Play Bigger" framework for building a category, which involved extensive customer research and internal introspection. It became clear that our product was unique in addressing a significant gap in the market. While we did have a small competitor, it was an emerging space. Our CEO led the charge in defining the vision, and we put in a lot of effort into messaging, branding, and analyst outreach. A major milestone was when Gartner recognized the FIS category as a top trend in higher education, validating our work.

For startups in similar situations, when do you know it’s time to build a new category versus competing in an existing one?

You need to assess the market dynamics and competitive landscape. Sales momentum can be a good indicator that a category play could accelerate growth. In our case, it was a later-stage decision, following a private equity investment. Building a category requires significant resources, so it’s often better to focus on demand generation in the early stages before dedicating time and energy to a long-term brand play like category creation.

Let's talk about your current role at Elsevier and the challenges you're facing.

I'm overseeing a suite of SaaS products in higher education, specifically in the four-year space. There's a lot of pressure globally on higher education, from US headlines about strikes to UK faculty issues and even building new institutions in the Middle East. Personally and professionally, I think a lot about how EdTech, and particularly Elsevier, can add value. Our goal is to provide tools that make education better and help our users do their work more effectively without adding extra complexity. A big focus for me is community building—how can we replicate the success we’ve had in North America globally, while respecting the nuances of each region?

Can you tell us more about the SaaS products under your group?

Sure. I oversee the Academic Information Systems suite, which includes Interfolio, Pure (a research information management system), and Digital Commons (best known for institutional repository functionality). Each product helps institutions manage different parts of the academic process, from faculty to research and publishing.

It seems like you're addressing different pain points within the same institution. Is that right?

Exactly. Interfolio solves issues related to faculty, while Pure focuses on research management and Digital Commons deals with publishing. These products were built through acquisitions, with Interfolio being a recent one, and we’re leveraging Elsevier’s strong publishing background to enhance the offering.

Product marketing is a topic I love. What's your definition of product marketing?

In one line: product marketing is about distilling market and customer insights and making them actionable for demand generation and sales teams. I often describe it as the fuel for the demand generation engine.

What misconceptions did you have about product marketing, and how did you overcome them?

I used to think product marketing was just about launching new products or highlighting features. In reality, it's as connected to sales as it is to product. It's about aligning sales, marketing, and product teams to deliver a cohesive go-to-market strategy.

What’s your biggest challenge in your current role?

My immediate challenge is becoming a subject matter expert on all the products in my portfolio. I also have to navigate a large global organization after transitioning from a 130-person startup. The cultural and regional differences in how education operates globally add another layer of complexity.

Given those differences, what's your second most important region after North America?

It depends on the product. Interfolio and Digital Commons were US-based, while Pure was created in Europe, so its strongest footprint is in EMEA. Each region is important in different ways.

Let’s talk about leadership in marketing. What should EdTech marketers know about higher education?

First, higher education is full of highly educated buyers, many of whom have PhDs. They expect excellence, so our marketing must be high-quality and trustworthy. Working in EdTech also attracts smart, mission-driven people, which makes for great collaboration. When hiring, I look for critical thinkers who can synthesize data and insights from various sources and apply them to campaigns. Experience in EdTech is valuable, but I prioritize standout analytical and strategic skills.

Going back to something more practical—when you're exposed to a lot of information and talking to the right people at the right events, what's your favorite way to capture and share that knowledge? Is there a go-to artifact or deliverable you use to ensure this information is retained and shared effectively?

A couple of things come to mind. One is a messaging kit. Knowledge isn't useful if it just stays in your head. A big part of product marketing is getting information out to sales and marketing teams, ensuring it's consistent and trustworthy. We codify how we talk about a product launch and share it so everyone’s on the same page. It has to be concise and clear—know your audience, the language, and the product. Another helpful tool is a competitor matrix where we compare functionalities across competitors, which seems simple, but it requires deep knowledge of our product, competitors' products, and what's important to our personas.

That last one sounds like it gets complex when you're dealing with multiple competitors, keeping it updated could be quite the challenge, right?

Oh, absolutely! It’s a huge task to keep it updated. You could pour endless resources into it.

You've talked about the mindset and skillset needed for your team. In EdTech, unlike other industries, the mission is often clear from the start—you don’t need to invent it. Now let’s shift gears a bit. What’s top of mind for you when it comes to education or EdTech events around the world?

Historically, industry conferences organized by professional organizations like ACE, APLU, or AIR have been key for us. We’ve also heavily invested in our own client conference, which was under my responsibility at Interfolio. It's been a great driver for upsell, cross-sell, and retention, and we've seen significant benefits from it. Webinars have been a consistent part of our strategy as well, although engagement has dropped recently. We've started experimenting more with thought leadership approaches.

Great insights. Now, switching gears again, what would be your career advice to your 20-year-old self?

I’d encourage my younger self to follow my curiosity more and be less risk-averse in pursuing new opportunities. Build authentic relationships and stay in touch with people—don’t burn bridges. It’s not just a personal value but also a professional advantage that will always help you in your career.

You’ve been involved in categories that closely reflect the realities of higher education. What's been the biggest shift you've seen during your career?

The increasing pressure on individuals in higher education. It’s been amplified since COVID, and the stress hasn’t let up—it just changed form. Higher education, at a macro level and for individuals like faculty and Provost offices, feels more overwhelming than ever, and that pressure seems to keep building with no breaks in sight.

I totally agree—it feels like the academic world was once protected, but now it’s constantly under scrutiny. 

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