For Richard Herrmann, the transformative power of technology lies not only in its capabilities, but in how it bridges gaps in access and equity. As Director of Global System Integrator Channel and Partners at Intel, he has spent more than three decades at the intersection of technology and education, championing solutions that empower underserved communities. In his EdTech Mentor conversation, hosted by Laureano Díaz, CSO of 27zero, Rich explored the critical role of system integrators in modernising education, the emerging impact of AI in the classroom, and the urgent need to balance innovation with inclusivity.
Yeah, sure, Laureano. It's great to be here. Thank you for the invitation. It’s a privilege and honor to be here. So, Rick Herrmann—a little over three and a half decades in the tech world. I love to work at the intersection of technology, policy, and big transformational changes in areas like education and healthcare. I grew up in New England, in the US. My academic background is in technology management, science and technology policy, and cyber and information systems.
Early in my career, I saw the incredible impact technology could have on education. When you consider digital equity, digital access, and getting technology to underserved communities, it’s something I became deeply passionate about. That passion set me on a three-plus decade journey that has included significant involvement in the EdTech space.
Yeah. Today, I manage our global system integrator channel. We work with several hundred system integrators worldwide, each specializing in different areas. Some focus specifically on educational technology, transforming not only classrooms but also back-end operations.
These integrators are often the key partners for education institutions, especially those that are financially strapped or lack in-house expertise. They provide the technical and transformational knowledge schools need to navigate rapid technological change. At Intel, our role is to build strong programs for these integrators and facilitate knowledge transfer—whether it’s about cloud, AI, or specific products—so they can effectively serve vertical markets like education.
Sure. System integrators handle a wide range of solutions. On the back-end, they manage systems like learning management, analytics, and ERP—critical infrastructure that schools need to operate, whether in Colombia, the United States, France, or Saudi Arabia.
They have deep technical and transformational expertise, addressing not just technology challenges but also process and people changes. These are often the hardest parts of digital transformation.
On the classroom side, integrators focus on digital curriculum, devices, and infrastructure. Their work isn’t just about deploying technology—it’s about adapting pedagogy. Teachers play a critical role in this transformation, and integrators often lead training efforts, bridging the gap between vendors and schools by providing essential expertise.
Great question. While Intel’s core business is microprocessors and foundational infrastructure, we start by understanding our customers’ challenges and work backward to develop solutions.
We collaborate closely with system integrators, funding early proof-of-concept projects to introduce new technologies. This might involve partnerships with OEMs, hyperscalers, or ISVs. For example, we’ve been involved in deploying AI-powered PCs in classrooms. By supporting these early deployments, testing technologies, and scaling them quickly through our channels, we help ensure transformative tools reach schools effectively.
It’s a great question. There’s definitely specialization among system integrators. Some focus exclusively on K-12 or higher education, while others address both sectors.
Regionally, the challenges can differ. For example, the ecosystems you encounter at events like ISTE or EDUCAUSE aren’t identical to those in other regions. There’s also specialization within roles—some integrators excel at classroom transformation, while others focus on operational infrastructure. This specialization enables them to hone specific skills and address the unique needs of their markets effectively.
AI is definitely power-hungry, but there are two key aspects to consider: inferencing and model training. Model training—especially for frontier models—requires immense computational power. However, inferencing at the edge, such as what happens on laptops, is much less demanding.
For example, an AI-powered laptop might use a 35-watt processor, while data center training could require a 500-watt processor. While we’re in the early stages of AI’s transformative potential in education, the tools are already incredibly powerful, and we’re just beginning to see their impact.
Yeah, I think we’re already seeing that today. For example, we now see neural processing units embedded into the latest laptops, with platforms optimized for new technologies like Microsoft Copilot or AI engines such as Perplexity. The goal is to optimize the experience at the edge. By designing technologies like the neural processor units in modern laptops, we can ensure a great user experience with tools like Microsoft Copilot.
We’re in a transformational period with cloud, AI, and cybersecurity. Users expect a seamless experience, whether it’s cloud-based or AI-driven, but it also has to be secure. One big opportunity is the modernization of legacy infrastructure, especially since education is not always at the forefront of adopting new technology.
Another significant opportunity lies in how AI will fundamentally transform education. We’ve seen waves of transformative technology in education—one-to-one computing, whiteboards, and digital curriculums. AI has the potential to truly personalize the learning experience for students in both K-12 and higher education.
The third area, which I’ve been passionate about for decades, is continuing to advance digital equity and access. Innovations at the device level and in network infrastructure are critical to ensuring technology reaches underserved communities, regardless of their location or socioeconomic status. Technologies like Starlink, which enable wireless infrastructure in remote regions, open up incredible opportunities for equity and access.
Sure. A long time ago, during the days of C.K. Prahalad and the concept of reaching a billion new consumers, Intel created a program called Intel World Ahead. Qualcomm had a similar program called Digital Reach. These initiatives were done in partnership with governments, and I believe policy is a powerful lever in education.
For example, policies that build infrastructure for anchor institutions focused on children can improve access and outcomes. During the pandemic, initiatives like ESSER in the United States aimed to provide access for students. Each country approaches equity and access differently through targeted policies, which is a smart strategy.
The pace of change right now is the biggest challenge—and it’s a challenge for everyone.
Exactly. It’s incredibly challenging because it’s reshaping organizational practices. Organizations are becoming leaner and flatter, which requires a very different mindset. Adaptability and flexibility are key as things change so rapidly.
Another challenge is scaling knowledge. The half-life of a degree now feels like a year or two. Certifications and lifelong learning are essential to keeping people at the forefront of their fields. Platforms like Udacity and LinkedIn Learning are incredible tools for self-motivated learners.
You need a mix of generalists and specialists. It’s not an either-or scenario. Teams need creative, innovative thinkers who can solve problems and have strong technical and domain expertise. It’s rare for one person to possess all these qualities, so the ability to work collaboratively in a team is critical.
From a leadership perspective, the art lies in bringing together diverse backgrounds and skill sets, fostering teamwork, and solving customer challenges effectively.
A combination of hard and soft skills will be critical. Understanding technology and its applications requires discipline and technical expertise. But creativity, innovation, and problem-solving are equally important. These softer skills enable you to think outside the box and address complex customer problems, whether in the classroom or back-end infrastructure.
It can move very slowly. What's amazing is that, as we discussed earlier, Intel funds early proof-of-concepts to drive the pace of innovation. However, education can often lag in adopting changes. That said, during the pandemic, education showed an incredible ability to move quickly. Globally, education systems rapidly implemented infrastructure, provided access to students, and modernized. It was a fascinating test case—worst-case scenario—but it proved that education can act swiftly when it has to.
When forced to, right? Yeah, of course.
We often see younger folks starting in a support capacity for a sales or account team. For instance, inside sales roles are great for learning about consultative selling and understanding the sales profession. People often come in with technical or business degrees, work in inside sales or proposal teams, and eventually move into outside sales roles. From there, many build successful careers as sales professionals, continually refining their craft and strengthening customer relationships over time.
Time management is critical for sales leaders because there's constant pressure on your time. You must prioritize the issues you address and be very mindful of your schedule.
Secondly, developing your leadership style is essential. I’m a firm believer in servant leadership—serving your team, helping them grow, and coaching and mentoring them. Really smart people don’t respond well to top-down directive leadership. They want guidance, recognition, and coaching. If you foster that, your teams will thrive.
Finally, taking care of yourself is vital. Managing stress and demands requires balance—exercise, taking walking calls for fresh air, and leveraging technology to maintain reach without always being on the move.
Pay attention to your network. That’s probably the best advice I can offer. Careers can be disrupted suddenly, often by factors outside your control. Keeping your skills sharp is crucial, but so is building a strong personal and professional network. Your reputation inside your company is important, but so is fostering relationships outside. A solid network can be a lifeline when disruptions occur.
Be intentional. Reach out. For example, I received two notes this morning from recent college graduates at Intel asking to spend 30 minutes discussing the industry and building rapport. That’s internal, but it’s just as important externally.
If you meet someone, follow up—connect on LinkedIn. If there’s someone you admire and hope to work with someday, make an effort to stay in touch. Many experienced professionals are generous with their time, especially with young people starting their careers. Those connections are invaluable.
There are many, both globally and locally. In the U.S., ISTE and EDUCAUSE are must-attends. Another great one is the Education World Forum (EWF), which gathers global education leaders.
Beyond these large-scale events, many local and state-level events focus on education. These are great for networking, sharing best practices, and staying informed about the industry. Attend as many as possible—they’re invaluable for both professional development and building your network.
Yes, the EdTech space is special. It’s a field where you can make a big impact on many people. It’s about helping students unleash their creativity and aspirations while supporting the educators who serve them. It’s a meaningful and rewarding career filled with wonderful people.
