Breaking into international schools isn’t a question of demand, it’s a question of trust, timing, and relevance.

This session unpacked what it really takes to succeed in the international school ecosystem from buying cycles and decision-makers to market entry strategies and what truly drives adoption on the ground.

The international school sector particularly across Southeast Asia continues to grow rapidly, driven by rising demand for high-quality education from both expatriate and local families.

However, beneath this growth lies a more complex reality. Post-COVID, schools are under increasing pressure: expectations from parents are higher, staff are stretched, and budgets are tighter than before. This has fundamentally shifted how schools evaluate new solutions.

Today, schools are more cautious, more selective, and significantly more focused on outcomes.

In this context, positioning a product as “AI-powered” or feature-rich is no longer persuasive. Schools are increasingly sceptical of generic claims and instead prioritise solutions that directly address real classroom and operational challenges.

While procurement involves multiple stakeholders Heads of School, Directors of Teaching and Learning, Technology leads, and Finance the most influential voice is often found in the classroom.

The “champion teacher” plays a central role in shaping adoption. These are the educators who engage early, test solutions, and influence how others perceive their value.

Without a strong internal advocate, even promising opportunities can lose momentum. With the right champion, however, adoption becomes significantly more organic and sustained.

Timing is one of the most underestimated factors in this market.

Most international schools:

• Begin their academic year in August or September
• Finalise budgets between March and April

This creates a clear engagement window. Meaningful conversations and pilot programmes need to begin between October and December, allowing enough time to demonstrate value before budget decisions are locked in.

As a result, successful go-to-market strategies in this space operate on a 6–12 month horizon—requiring early planning, patience, and consistency.

From there, the priority is to:

• Secure adoption within one school
• Build a strong, context-specific case study
• Use that success to expand into wider school networks

Groups such as Nord Anglia Education and Cognita offer clear opportunities for scale, but credibility at the school level is a prerequisite.

In the international school space, visibility alone does not translate into traction. Relationships and access are far more important.

Large-scale EdTech conferences often come with high costs and uncertain returns, particularly for companies still establishing themselves. In contrast, smaller, leadership-focused associations such as ACAMIS, FOBISIA, and ECIS offer more direct and meaningful access to decision-makers.

Effective strategies in this space prioritise:

• Targeted, high-quality interactions over volume
• Relationship-building over brand exposure
• Credibility through participation, not just presence

International schools are characterised by a highly mobile workforce, with many educators and leaders working on contracts of two to three years.

This creates both risk and opportunity.

On one hand, losing a key internal champion during a pilot can slow or derail adoption. On the other, educators who have had a positive experience often carry solutions with them to new schools creating organic pathways for expansion.

To mitigate risk, it is critical to build multiple champions within each school rather than relying on a single advocate.

Evidence plays a central role in decision-making but not all evidence is valued equally.

International schools are far more influenced by practical, relatable proof than by abstract research or broad claims. Case studies from similar schools those operating within the same curriculum or regional context are particularly powerful.

For example, alignment with frameworks such as the International Baccalaureate can strengthen relevance, while partnerships with organisations like Google or Microsoft can enhance credibility.

However, the most persuasive evidence remains real-world implementation in comparable schools.

Success in the international school market is not driven by scale or speed but by precision.

It requires a deep understanding of school priorities, alignment with their timelines, investment in internal champions, and a clear ability to demonstrate value in context.

Above all, it is a relationship-driven ecosystem where trust not features is what ultimately unlocks growth.