There are over 445 education-related events annually in North America alone, tailored to EdTech professionals and institutions. This staggering figure underscores the dynamic and fast-paced nature of the industry—a perfect backdrop for this candid EdTech Mentor conversation with Rob Sparks, Chief Strategy Officer at WeVideo. Hosted by Laureano Díaz, CSO of 27zero, this discussion dives into the evolving role of partnerships, the transformative potential of video in education, and the keys to effective marketing in a global landscape.
Sure, absolutely. I currently live in South Florida, specifically in Parkland, with my wife and our 10-year-old son. We've been here for about six years now. I come from a large family—I have six siblings—but now it's just the three of us. My wife is originally from Mexico, I'm from Canada, and our son, as we like to say, is Texan because he was born in Dallas.
I attended Carleton University in Ottawa, Canada, and later joined a community college in Toronto called George Brown College. My role there was in administrative research, focusing on federal outcomes for an academic division. Over time, I got involved in implementing enterprise systems, working on student information systems and finance.
It was a four-year project to implement these systems across the institution, and this experience made me invaluable to my employer. I was later offered a professional services consulting role, which began my journey in EdTech around 1999. Over the past 24-25 years, I've worked globally, helping implement systems and build partnerships in the EdTech sector.
I’ve had the opportunity to live and work in Europe and the Middle East, and later returned to North America to oversee Ellucian's Global Product Management Strategy for international markets. Since then, I’ve taken on various roles in the industry, focusing on the global impact of education technology.
Certainly. My international work began in the UK, where I lived in London, Brighton, and Oxford while setting up a European practice. This was in the early 2000s, and we focused on helping institutions implement enterprise systems. The work included process modeling, legacy data migration, and ensuring regulatory compliance specific to each country's needs.
Later, I worked extensively in the Middle East, visiting about 25 to 30 countries in that region. We worked on best practices for large-scale enterprise systems, often tailoring solutions to align with local regulations and institutional needs. It was fascinating, and we sometimes jokingly referred to the area as "Middle Earth" because of the vast variety of challenges we encountered.
Great question. The core challenges remain similar in that these are multi-year projects requiring significant staff and resource investment. A key focus is ensuring the institution doesn’t replicate outdated processes. Change management is critical—helping organizations identify their goals and adopt standardized best practices during the transition.
One ongoing challenge is the integration of systems within the "ecosystem" of higher education, which includes everything from payment gateways to CRMs and payroll systems. It’s about aligning these tools to meet institutional goals effectively.
There’s been some evolution. 25 years ago, the focus was on admitting, registering, grading, and graduating students. While those core functions remain, today’s processes include additional steps like marketing and recruitment due to declining enrollments and increased competition.
Another significant shift is the diversification of revenue streams. Institutions now focus on areas like workforce training, contract training, and micro-credentialing, creating more opportunities for EdTech players.
Generative AI is going to have a profound impact. We’re already seeing institutions and EdTech companies exploring its potential. It can assist with coaching, guidance, and automating repetitive tasks, making education more efficient and accessible.
However, there’s still a need for human oversight—what we call "human in the loop"—to ensure AI is used appropriately and effectively.
Yes, there’s growing awareness. K12 educators, for instance, are increasingly using tools that facilitate authentic assessment to engage learners more effectively. At the same time, higher education institutions are adapting to the needs of today’s learners, who are accustomed to microlearning and video-based resources.
Tools like generative AI have the potential to further revolutionize these areas by providing real-time feedback and adaptive learning experiences. The challenge is ensuring these technologies align with both learner needs and institutional goals.
Absolutely. Video is becoming a critical tool for engaging learners, especially in K12. Today’s students are used to finding quick solutions online—like fixing a fridge through a YouTube tutorial. This microlearning model resonates with younger audiences and is now influencing higher education.
At WeVideo, we focus on providing tools that empower educators to create engaging video content, helping bridge the gap between traditional teaching methods and modern learning preferences.
Rob Sparks:
Yeah, it’s been an interesting journey leading large marketing organizations. One of my first roles as a CMO was with Campus Management, an organization focused on student information systems, CRM platforms, and ERP. The opportunity came when the CEO reached out to discuss career paths and asked if I’d be interested in the CMO position.
That was the first time I’d been approached for such a role, but I felt confident because of two factors: my 20 years of experience gave me a clear vision of what success should look like, and I knew I could rely on empowering a strong team. I was fortunate to have an exceptional marketing team that managed demand generation, event strategy, and brand development. My role was primarily to guide, support, and enable them to excel.
After that, I transitioned to roles in corporate development and strategy. Most recently, I’ve been helping lead field marketing and event strategies for larger organizations, again emphasizing the importance of trusting and empowering the team to succeed.
Laureano Díaz:
How do you lead your team to success?
Rob Sparks:
By getting out of their way. They might debate that sometimes, but it comes down to two things. First, we clearly define our goals—what we want to achieve as an organization. Marketing involves a lot of moving parts: brand strategy, demand generation, product marketing, and supporting sales with a clear articulation of our value proposition.
Second, I focus on removing barriers. I ensure my team has the tools, resources, and freedom to execute their strategies effectively. My role is to help them focus on their objectives without unnecessary roadblocks.
Laureano Díaz:
Speaking of leadership, I’m curious—what are some misconceptions senior executives often have about marketing? For example, I’ve seen confusion around product marketing. Have you encountered similar issues where you need to articulate the value of what marketing does?
Rob Sparks:
Absolutely. One major misconception I’ve encountered is the lack of understanding about how localized nuances impact marketing strategies. Executives often assume that a single, successful strategy in North America can be universally applied globally.
However, the reality is that effective marketing requires a deep understanding of the unique cultural, regulatory, and consumer dynamics in each geography. What works in Colombia or Chile might not resonate in Australia or New Zealand. The idea of “think globally but act locally” is critical. You need tailored messaging, collateral, and campaign strategies that align with regional specifics.
Laureano Díaz:
It’s common for North American companies to struggle with adapting their strategies abroad.
Rob Sparks:
Exactly. That’s why regional marketing leadership is so important. In my previous roles, we had dedicated teams for Latin America, Europe, APAC, and the Middle East. These leaders played a vital role in adapting corporate strategies to fit local markets, ensuring campaigns and events were relevant and impactful.
Laureano Díaz:
Speaking of events, what’s your vision for an ideal event?
Rob Sparks:
Great question! I’ve done four events in five weeks, so this is fresh in my mind. Events are foundational for growth, especially in EdTech, where relationships are key. The best events are not just about generating leads (MQLs or SQLs) but about building lasting relationships with institutions, customers, and partners.
One of the most impactful strategies is featuring peer institutions or customers as speakers. Hearing directly from their peers about how your solution solves real problems is far more compelling than a pitch from your own team. This “voice of the customer” approach fosters trust and credibility, creating a collaborative atmosphere that strengthens partnerships.
Laureano Díaz:
With such a diverse career, spanning marketing, partnerships, and global strategy, what’s been your most memorable project or role?
Rob Sparks:
Reflecting on 25–30 years in EdTech, two things stand out. First, the people I’ve had the privilege to mentor or work alongside. Seeing their success, hearing them try new things, and having them reach out to say thank you is incredibly rewarding.
Second, the relationships I’ve built with customers and institutions. Some of these relationships go back 25 years, like my former boss who’s now a college president. Maintaining those connections and witnessing their growth has been deeply meaningful.
Laureano Díaz:
Let’s talk about your current role and company.
Rob Sparks:
Thanks. I’ve been with WeVideo as Chief Strategy Officer for three months now. We’re a relatively small team—about 92 employees—split between North America, Norway, and Romania.
WeVideo provides an end-to-end video platform that enables users to create, edit, collaborate, and interact with video content. This is particularly valuable in K12 and higher education, where video is increasingly being used as a tool for learning.
What sets us apart is the interactivity. For instance, learners can pause videos to answer questions, ensuring they grasp the material, or engage in adaptive learning paths. My focus is on partnerships to scale globally—we’re already in over 40 countries—and expanding into higher education. Currently, 93% of our 4,500 customers are K12 institutions, but we see tremendous potential in higher ed and corporate training.
Laureano Díaz:
Okay. Talking about your partnerships experience, what is usually the biggest challenge when trying to expand that network of partnerships?
Rob Sparks:
At WeVideo, I categorize partnerships into three types, each with its own challenges and opportunities, depending on our goals and objectives.
The first type, and probably the most important to my CEO and the board, is channel or distribution partners. This involves creating an effective, scalable reseller network in various parts of the world. The challenge here lies in building a framework that scales effectively, enabling partners not only to support existing customers with renewals but also to actively generate new business. This requires a significant amount of effort and resources.
The second type is technology partners—those that interoperate closely with us. For instance, we are an AWS shop, and we work with platforms like Google and YouTube. These partners are crucial for operating our platform and facilitating content creation and movement. The challenge here is staying current with technology trends, adhering to open standards, and ensuring seamless integration to minimize friction for our customers.
The third category is influencers and alliances. These partners may not have interoperable software but are significant within the community. For example, last week, I attended a 1EdTech event led by CEO Curtiss Barnes. These alliances create dialogues between educators and suppliers, addressing crucial topics like open standards, trust, and cybersecurity. Similarly, this week I’m attending the Online Learning Consortium (OLC), and last week our team was at Quality Matters. These alliances are arguably the most important for fostering trust and collaboration within the education community.
Laureano Díaz:
Excellent. That’s a very detailed, segmented answer, which I really appreciate. Now, as a general question: across all the teams you’ve worked with, what skills do you value most in team members—both as a leader and as a colleague?
Rob Sparks:
One of the principles I emphasize with my team—and even with my family, especially my son—is having a growth mindset. In today’s fast-paced world, where change is constant, adaptability is essential. Communication, technical proficiency, and domain expertise are important, but a growth mindset is paramount.
This means being open to trying new things and learning from failure. For instance, when we run A/B tests in campaign strategies, I encourage the team to experiment and fail fast if necessary. The goal is to learn and improve rapidly.
Laureano Díaz:
Have you observed generational differences in embracing a growth mindset?
Rob Sparks:
Oh, definitely. Among Gen Z, we see distinct expectations around work, with a stronger focus on purpose and mission. They want to work for organizations that align with their values, and their motivation often transcends just salary—it includes life balance and meaningful work.
For managers, it’s crucial to understand how to engage and motivate younger team members to ensure they feel valued and fulfilled. It’s a different dynamic compared to previous generations, but one that can be highly rewarding when navigated effectively.
Laureano Díaz:
What about the differences in attitudes toward failure? Do younger generations approach it differently compared to older ones?
Rob Sparks:
Yes, there are noticeable differences. Some older individuals may resist change due to its unpredictability and stress, preferring the comfort of familiar processes. However, in today’s rapidly evolving landscape, especially in higher education, adopting a growth mindset is essential.
There’s a saying: “AI won’t replace your job, but someone using AI will.” This underscores the importance of adaptability. While faculty and staff are fundamental to higher education, AI can accelerate and support their roles, helping them guide learners more effectively.
Laureano Díaz:
Let’s step back and talk strategy. What’s your definition of a strategy role like yours?
Rob Sparks:
My role is about aligning the organization’s resources and offerings with where the market is heading to ensure we effectively serve our customers. I collaborate with peers—like the Chief Product Officer, CMO, Head of Engineering, and Head of Sales—to execute a plan that ensures our success.
As a private equity-backed company, we have specific performance expectations from the board. My job is to guide the leadership team in defining and pursuing a clear path forward.
Laureano Díaz:
What’s your practical advice for staying ahead of market trends and maintaining strong strategic direction?
Rob Sparks:
It starts with listening. In my first 90 days, I follow a 30-60-90 plan: 30 days of listening, 30 days of documenting insights, and 30 days of creating a forward-looking strategy.
One key principle I’ve embraced is that the answers aren’t in my office—they’re out in the field. By engaging with customers and understanding how they use our products, I can better align our strategy to their needs and market trends. Listening to their feedback is invaluable for shaping effective strategies.
Laureano Díaz:
Right, right, right. That's a great answer. Okay, I want to ask—you already mentioned some of these consortiums, communities, and associations—but can we go over which associations or standards organizations, such as data privacy groups, are most important for you today? Let’s start with North America, but feel free to include global ones as well. For example, if I’m an EdTech startup launching an assessment platform, who should I look to join or collaborate with to follow standards or become part of a relevant community?
Rob Sparks:
Well, I think the first thing—when I talk to EdTech startups, and I do this fairly often—is to ask: do you understand your ideal customer profile and your buyer persona? Because once you understand those, I can guide you toward the right events or organizations to engage with.
At WeVideo, for K12, without a doubt, the most important event is ISTE. ISTE is like the EDUCAUSE of K12. It's a very large event where district leaders and teachers come to learn about the latest in information systems and education technology. For those outside of North America, a similar event would be BETT in London, which also has versions in Asia. These are large-scale forums that provide a comprehensive look at the EdTech landscape. However, due to their size, you can sometimes feel lost at sea.
Beyond these flagship events, I’d recommend regional ones. Recently, I attended a state-level event in Ohio. Events like these are smaller and cater specifically to niche personas, such as instructional designers. For example, this week, I’m at an event that’s essentially the conference for instructional designers in higher ed focused on online learning. Knowing your target audience and which events they attend is critical.
If we’re talking about broader personas like CIOs or registrars, they might attend events like AACRAO in the U.S., and similar organizations exist globally. Back when I worked with student information systems, ERP, LMS, and CRM solutions, we calculated there were approximately 445 relevant events in North America alone. EdTech truly thrives on events—hotel bars and logistics included!
Laureano Díaz:
Before we move to the rapid-fire questions, Rob, what would be your career advice to your 20-year-old self?
Rob Sparks:
I think there are one or two key lessons I’d share. First, don’t sweat the small stuff. When I was 20, I probably spent too much time and energy worrying about things that didn’t really matter in the grand scheme of things. Trust yourself, and focus on what’s truly important.
