5 Essential secrets for better buying decisions
By Royce Leon
COPYRIGHT © 2025 BY Consult K-12, LLC
All rights reserved. No part of this publication may be reproduced, stored or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise without the prior written permission of the publisher.
This book is dedicated to Rich Dell, whose kindness and generosity planted the seed in me on how to be in the world of business and why effective communication is at the root of the symptoms in organizational health. While you will never get to read this book, know that I carry your legacy to the next generation.
Every day, school administrators make choices that affect hundreds, sometimes thousands of students. From staffing and scheduling to school safety and community relations, the responsibilities are vast. But there's one area that quietly shapes everything from classroom learning to operational success: purchasing decisions. Oddly enough, it's the area you're least prepared for.
You step into leadership roles with a deep understanding of instruction, student needs, and school culture—but often without the tools to navigate contracts, compare vendor proposals, or challenge a sales pitch. And yet, you are expected to do all of that, while stretching limited budgets and ensuring equity.
This book was born out of that gap.
It's not a guide written from a corporate distance or filled with sales jargon. It comes from the lived experience of working in education—managing services, supporting teachers, sitting in meetings with purchasing teams, and eventually, stepping into the sales side to understand the inner workings of EdTech from the other side of the table. What I discovered is that purchasing isn't just about prices or products. It's about strategy, timing, and above all, confidence.
I've seen schools overpay for tools they barely used. I've also seen leaders make informed, powerful decisions that transformed classrooms without spending a dollar more. The difference wasn't luck. It was knowledge.
That's what this book offers.
You won't find fluff here. No long-winded theory, no recycled content, no filler pages. Just honest, tested strategies that have helped administrators take control of the sales process and spend smarter without sacrificing the outcomes their communities deserve.
My hope is that this book becomes more than something you read once. I want it to be something you keep within arm's reach, something you revisit whenever you're facing a new purchasing decision, tight timeline, or persistent vendor email.
Because the truth is: you already know how to lead. This book just helps you lead with more clarity and confidence when it's time to buy.
Firstly I want to say thank you.
Yes thank you for picking up this book, flipping it open, and giving yourself a moment to think more deeply about the way you spend money on behalf of your school or district. The fact that you're reading these words already shows your commitment to doing what's best for your students, staff, and community. Whether you're a school principal, district administrator, curriculum director, IT lead, or even a vendor trying to better understand the needs of education buyers—this guide is for you. I've written it with one clear mission: to empower decision-makers in education to make smarter, more strategic purchasing choices.
You might be:
No matter where you are in your journey, you have one thing in common with everyone this book is written for: you care deeply about making sure every dollar counts.
This book won't weigh you down with theory or vague concepts. I won't fill your time with long stories.
Instead, I'm giving you five practical, easy-to-apply strategies that can immediately help you become a more informed buyer in the modern EdTech space.
The K–12 education landscape has transformed at an unprecedented pace. Before March 2020, classroom technology was often treated as optional, a "nice-to-have" rather than a core part of instruction. The pandemic upended that mindset overnight. Districts had to ensure every student had a device, schools scrambled to digitize everything from instruction to testing, and governments injected billions into educational technology to keep learning going. What had been an optional support tool became a mission-critical system.
That urgency reshaped K–12 software into one of the fastest-growing sectors in education and technology. Today, U.S. school districts spend over $35 billion annually on digital tools, and analysts project the global K–12 EdTech market to surpass $70 billion by 2028. With this surge came massive private investment.
Venture capital giants like Andreessen Horowitz (investor in Outschool and Genius), Tiger Global (investor in BYJU's and GoGuardian), Insight Partners (investor in Instructure, the parent of Canvas LMS), New Enterprise Associates (NEA, backer of Coursera and MasterClass), and SoftBank Vision Fund (investor in Kahoot! and BYJU's) recognized the sector's growth potential. Meanwhile, private equity firms such as The Rise Fund (TPG), Providence Equity Partners, and Warburg Pincus accelerated consolidation by acquiring platforms like DreamBox Learning, Instructure, and Powerschool, reshaping the competitive landscape.
The result has been an influx of thousands of products—from classroom management tools to assessment platforms and AI-driven tutoring apps—leaving superintendents and technology leaders to navigate a crowded marketplace. Instead of being treated purely as educators, they've increasingly been positioned as procurement officers, balancing instructional needs with complex buying decisions.
As an administrator, you wear many hats. But one of the most important is this: You are a steward of public money.
That means you:
Yet too often, school leaders find themselves:
I've lived this work from multiple perspectives. I started as a Special Education teacher supporting students in the classroom, later served as a Special Education director, and eventually moved into the software space, partnering with some of the largest districts in the country. Along the way, I've sat on both sides of the table—helping schools navigate complex data privacy requirements, and witnessing the very best and, at times, the most frustrating vendor practices.
What all of those experiences taught me is this: administrators are asked to make high-stakes decisions under enormous pressure, often without the clarity or support they deserve. But with a few thoughtful shifts in how purchasing decisions are made, districts can reduce stress for their teams, protect valuable resources, and ultimately create better outcomes for the students and educators who matter most.
In the chapters that follow, I'll walk you through five essential sales strategies: simple, powerful techniques you can start using right away to make better purchasing decisions.
You'll learn how to:
These are non-negotiable. With so many companies vying for school budgets, your ability to lead the buying process—rather than be led through it—is more important than ever.
You don't need a degree in procurement.
You don't need to master sales psychology.
You just need the right information, delivered in a way that respects your time and your priorities.
That's what this book is.
Think of it as your quick-reference playbook for buying in today's education market. No fluff and filler. Just straight, simple guidance from someone who's sat on both sides of the table and wants to help your community.
By the time you finish this book, you'll feel more confident, more informed, and more in control of the purchasing process—no matter what product, platform, or pitch comes your way.
So let's get started.
In today's digital age, schools are relying more and more on technology for instruction, communication, and operations. From student information systems and learning management platforms to apps that track attendance or behavior, vendors now handle a great deal of sensitive data. And with that comes a heavy responsibility—protecting the privacy of the students, staff, and families your school serves.
As a school leader, part of your job is ensuring that any product or service you bring into your school or district meets the highest standards of data privacy and security. It's not enough for a vendor to have a shiny demo or a smooth sales pitch. You need to be sure they can be trusted with your community's most sensitive information.
Let's break down how to prioritize data privacy and gather reliable references before making a purchase.
Before you even start asking vendors about their privacy policies, it's important to understand the legal frameworks that protect students' data. These laws form the baseline for what vendors should be doing.
Here are a few of the major regulations that impact K–12 schools:
As an administrator, you don't need to be a lawyer—but you do need to know enough to ask the right questions. And you need to hold vendors accountable for following these laws.
Once you understand what's expected legally, the next step is assessing how well a vendor is doing in practice. Don't be shy about asking detailed questions. You're not being difficult—you're doing your job.
Here are key areas to evaluate:
1. Data Storage:
Where is the data stored? Is it stored locally or in the cloud?
If in the cloud, is it in a secured and trusted region (e.g., within your country)?
2. Access Control:
Who has access to the data on the vendor's team and within your school?
Can you set permissions by role?
3. Encryption:
Is student data encrypted both during transmission and while stored?
4. Data Ownership:
Who owns the data? (It should always remain with the school or district—not the vendor.)
5. Breach Protocols:
If there's a data breach, how quickly will the vendor notify you?
Do they have a response plan in place?
6. Third-Party Sharing:
Does the vendor share any information with third-party partners?
If yes, for what purpose?
If a vendor avoids these questions or gives vague answers, take that as a red flag.
While a vendor can promise the world in a brochure, nothing beats hearing directly from someone who's already using the product in a real school environment.
Reaching out to peer institutions who have used the same service gives you:
When asking for references, go beyond the polished testimonials vendors provide. Ask to speak directly with a school administrator or IT staff member. Vendors who are confident in their service will gladly make those introductions.
Also, don't just look for schools that are the same size as yours. Try to find matches in student demographics, technology infrastructure, and regional regulations. A large rural school's experience might be very different from a large urban district's, even if they're using the same product.
Due diligence means taking the time to dig deeper before you sign a contract—not after a problem appears. It's about doing your homework and making decisions with clarity and care.
Smart questions to ask vendors include:
When you're evaluating a vendor, especially one that will handle student or staff data—your radar should be up. A polished sales pitch doesn't always mean a company is reliable behind the scenes. Below are some red flags that should make you pause, ask more questions, or even walk away:
1. Vague Answers About Compliance
If a vendor doesn't clearly explain how they comply with regulations like FERPA or COPPA, that's a serious concern.
2. No Mention of Regular Security Audits
A reliable vendor doesn't just build a product and hope for the best. They test, monitor, and upgrade their systems regularly. If a vendor avoids talking about third-party audits, penetration testing, or ongoing monitoring, it may mean they're cutting corners behind the scenes.
3. Reluctance to Provide References
Good vendors should be proud of the work they've done in other schools or districts. If they hesitate to share references, especially from schools similar to yours, take it as a warning sign.
4. Over-Promising With No Documented Policies
Everyone loves a confident pitch, but when a vendor promises too much with no real documentation to back it up, it's a recipe for disappointment. Whether it's unlimited support, a guarantee of 99.999% uptime, or full customization—make sure it's written into the agreement.
Ask for call recordings and when experiencing issues always move to using email and keeping things in writing vs phone calls. If a call happens, take notes and save them in an email thread with the vendor.
5. Unclear Contracts About Data Ownership and Usage
This one is big. Your district's data, especially student information, must be protected. The contract should clearly state:
NOTE: Never assume—make sure it is written in the contract.
In a world where data breaches make headlines and privacy is a growing concern, this responsibility can feel heavy. But here's the good news: you're not powerless. By asking the right questions, demanding transparency, and learning from your peers, you can make decisions that truly protect your school.
Prioritize data privacy, seek out those who've gone before you, and never be afraid to walk away from a vendor who doesn't take your concerns seriously.
Because protecting student data is more than a legal obligation—it's an act of leadership.
In the fast-moving world of school leadership, you wear many hats: educator, manager, community liaison. With so much on your plate, it's easy to default to what feels familiar and fast, especially when it comes to purchasing decisions.
But one of the quietest ways schools bleed money isn't through fraud or negligence. It's through convenience.
You receive a quote from a vendor you've known for years. Maybe they've sponsored your last teacher appreciation event, or maybe a neighboring principal swears by their service. It feels safe, so you say yes.
But here's the reality: in procurement, familiarity doesn't guarantee fairness, and trust isn't a substitute for due diligence. If your school's goal is to stretch every dollar while still delivering quality programs and resources, you must commit to one rule above all: Never settle for the first quote—always obtain a competitive offer.
Every dollar in a school budget has a job. If you overspend on one item, that might mean cutting back on something else—like updated technology, student wellness programs, or professional development.
Getting multiple quotes isn't just about pinching pennies. It's about identifying true value. And value doesn't stop at the price tag. It also includes:
The process of getting competitive quotes doesn't need to be intimidating. In fact, with the right system, it can become second nature.
Step 1: Define What You Really Need
Before you contact any vendors, take the time to create a detailed list of your requirements. Be clear on:
Step 2: Cast a Wide Net for Vendors
Avoid falling into the "first-come, first-serve" trap. Here's how to expand your pool:
Step 3: Insist on Formal or Written Quotes
Never rely on verbal pricing or quick figures in emails. Request that all vendors send formal quotes on official letterhead, including:
Written quotes hold both sides accountable and give your procurement or finance teams a clear audit trail.
Step 4: Use a Comparison Grid
A simple spreadsheet can make a world of difference. Build a quote comparison table that includes:
| Vendor | Product/Service | Price | Support/Warranty | Extras | Contract Terms | Notes |
|---|---|---|---|---|---|---|
| Add vendor comparisons here | ||||||
You don't need fancy tools—just have a consistent structure. This grid will help you quickly identify which vendor offers more, charges hidden fees, or provides value-added features that others leave out.
The initial quote is often just the beginning. Vendors may unintentionally (or intentionally) leave out key details in the base price. As a result, schools often face unexpected expenses later.
Here are essential questions to ask every vendor:
Getting multiple quotes isn't about distrust. It's about diligence. Every quote you gather is a window into a better deal, a better product, or better support. The cheapest option is likely not going to be the best option—but you can always use a competitor's quote to negotiate a better rate.
You don't need to be a procurement expert. You just need to be consistent with one practice: Don't ever say yes to the first offer—no matter how friendly, familiar, or urgent it feels.
By seeking multiple quotes, you uncover not just better prices, but better possibilities—and that kind of leadership decision can echo across classrooms, budgets, and student experiences.
In the world of school procurement, most people focus on what they're buying. Few stop to think about when they're buying it—and that's where a lot of value is left on the table.
This chapter is about understanding how timing can be one of your strongest negotiating tools. Vendors have internal pressures. When you understand those pressures, you can make smarter, better-timed purchases that save your school money and bring in more value.
Behind every quote you receive, there's a sales organization trying to meet internal goals—and keep their jobs. These goals are set around sales cycles, and if you know how those cycles work, you can time your purchases to your advantage.
Most vendors, especially those that sell software, technology, supplies, or services to schools, operate on quarterly sales cycles. These are typically:
At the end of each quarter, the sales side of the company is under pressure to meet their quotas. When a rep is just short of their goal and time is running out, leadership becomes far more flexible with pricing, discounts, and even bonus services. That's when they'll do more to close the deal.
Beyond quarters, fiscal year-end is even more important. Companies have their own financial calendars, and many close their fiscal year in December. The last month of a vendor's fiscal year is often make-or-break for their targets. That urgency works in your favor.
Knowing when the company is approaching the end of its sales quarter or fiscal year gives you insight into when they might offer you:
Timing isn't just about knowing quarters. It's also about planning your own negotiation based on vendor behaviors. Over the years, patterns have emerged in how vendors operate:
End of Quarters
The last 2–3 weeks of each quarter are often the most flexible time for vendors. Salespeople are scrambling to meet quotas. If you ask for a better price or extras during this time, your chances are significantly higher.
Mid-Year Dips
Some quarters are busier than others. Vendors might be swamped in Q2 (when schools do their annual buying), but Q3, particularly September, tends to be slower. That's when you can negotiate harder. They're more willing to talk about deals during quiet periods.
End-of-Year Push
December is golden. Companies want to close as many deals as possible before December 31 to meet yearly targets. You'll often hear of "year-end discounts"—or should ask for one.
Ask for Insider Info
A well-timed question like:
"What are my negotiation levers? When have you seen sites secure preferred pricing?"
This is not manipulation—it is simply aligning your purchase with their pressure points and negotiation levers.
While knowing the vendor's internal clock helps, it's equally important to understand your own budget timeline. Most school districts run on a fiscal year from July 1 to June 30, which means spending typically ramps up in April–June, when schools finalize next year's purchases or try to use leftover funds.
Here's how to plan effectively:
Start Early
Begin reaching out to vendors 2–4 months before your major spending period. This gives you time to:
This preparation ensures you're not rushing purchases or accepting inflated prices just to meet internal deadlines.
Use Budget Deadlines as a Tool
Let's say your school wants to finalize all major purchases by May. You can tell vendors:
"We're making our final selections by the end of April—what's your best offer before then?"
That deadline isn't just for you—it applies pressure on them too. And when you combine your internal timeline with their sales cycle? You create a perfect storm of leverage.
In the world of school administration and procurement, time can either work for you or against you. The difference lies in whether you see time as a tool—something you can use to your advantage—or as a trap, where urgency forces your hand and limits your options.
Every purchase you make is a chance to advocate for your school, your students, and your budget. When you understand how vendors operate—when their deadlines hit, when they're more flexible, and when they're eager to close deals—you put yourself in the driver's seat. You stop reacting, and you start strategizing. This isn't about manipulation—it's about mastery.
Mastery over your time, mastery over your budget—and mastery over the decisions that shape your school's outcomes.
Because when timing and intention meet, smart decisions follow.
One of the most overlooked tools in school purchasing is honesty. It sounds simple, but it's powerful. When you're clear about your school's budget from the beginning and open about your expectations, you stop playing defense in the negotiation and start setting the pace. With the growing consolidation in the K-12 marketspace, a good sales representative or account manager will turn into an advocate in finding the best way to solve your current problems inside of your budget range.
In this chapter, we'll explore how being upfront with your budget can actually give you more control. We'll also look at why free trials—when done right—can protect you from bad purchases and set your school up for long-term success.
Being upfront with your budget does three things:
Quick Tip:
When sharing your budget, don't just give a number. Share what you're trying to achieve within that amount. It helps vendors align their solutions with your actual goals.
No matter how impressive a demo may be, it can never fully show you how a product will perform in your school, with your staff, and for your students. That's why trial periods or sandbox environments are critical.
A trial gives your team hands-on access to the product before making a commitment.
It lets you:
Here's how to make a trial period work for you:
One of the risks of trials or initial demos is that the version you're testing may not be the same one you receive after signing the contract. This is a classic bait-and-switch move: the trial product works smoothly, but the final delivery lacks key features or doesn't include support.
To avoid this:
Remember, a vendor that's honest during the trial is more likely to be honest after you sign. If they're evasive during a free pilot, imagine how they'll act when you are under contract.
The Metrics and Feedback for Informed Decisions
After the trial ends, don't rush into signing a deal. Use the information you've gathered to make an informed decision.
Here's a simple 4-step process:
Then, put it all on the table and ask:
"Is this a good fit for our school—not just right now, but long-term?"
There will always be nay-sayers to change—but after looking at the feedback, if the answer isn't a strong yes, don't feel pressured to proceed. A trial is just a test. You're allowed to walk away.
Purchasing isn't just about numbers—it's about setting the tone for the kind of partnerships you want. When you're clear about your budget, intentional about trials, and thoughtful about outcomes, vendors take notice. They see you as a smart, organized leader who values impact over impulse.
So, be honest. Ask for what you need. Don't settle for half-answers or pressure tactics.
You're not just spending money—you're investing in your students, your staff, and your community. Make your investment (money) count.
In procurement, the most successful school administrators don't just buy tools or services—they build partnerships. When you transition from being a mere customer to a valued partner, you gain influence, flexibility, and long-term advantages.
This chapter focuses on how to become that kind of partner by championing the right solutions, building vendor relationships, and using your voice to unlock better deals and deeper collaboration.
Vendors aren't just salespeople. They're potential long-term collaborators who can help you achieve strategic goals for your school. But like any partnership, it must be built on mutual benefit and trust. Start by shifting your mindset.
Instead of approaching vendors with skepticism, engage with curiosity. Learn about their goals, their roadmaps, and their constraints. Share your institution's challenges, your long-term vision, and where their solution might fit in.
A healthy vendor relationship looks like this:
But it doesn't happen overnight. Trust is built gradually, through transparency, follow-through, and open communication. Invite vendors into your vision, and they'll start seeing you not just as another account, but as a partner worth investing in.
Tips for Strengthening Vendor Relationships:
Once you've found a solution that genuinely works for your school, consider becoming a public advocate. This could mean serving as a reference, participating in a case study, or even speaking at events. Vendors value this support because it helps them grow—and in return, they often reward your advocacy.
Think about it: A vendor trying to close a deal with another school can point to you as proof that their solution delivers results. That's powerful. It builds trust faster than any marketing brochure.
How to Leverage Advocacy:
Serving as a reference can also boost your own reputation. It signals to your peers that you're knowledgeable and forward-thinking—someone who's leading innovation within education.
When you become a public supporter of a product, you offer value that goes beyond money. Vendors often reward this value with:
However, don't leave these rewards to chance. Be intentional. During negotiations, you can say:
"We're open to serving as a reference for your team and sharing our success story. In return, we'd like to explore additional savings or service enhancements."
It's a win-win. You help them close more deals, and your school gets more value.
Make sure to document these agreements in writing. Even small advocacy roles should come with clear terms—who handles what, when the content will be published, and what your school receives in return.
Now you have the full picture of how smart procurement isn't just about getting the lowest price—it's about understanding the full sales cycle, building strong vendor relationships, and advocating strategically to maximize value.
When schools shift from being passive buyers to becoming active, valued partners, the entire landscape of procurement changes. It's no longer about just finding any solution—it becomes about shaping the tools, services, and innovations that will define the future of learning.
Championing a product or solution isn't just a favor to a vendor—it's a strategic move. It creates leverage, builds trust, and gives your school a seat at the table. And when you become a reference school or share your success story, you're helping other schools make better decisions too.
But more importantly, partnering doesn't mean compromising your school's needs. It means standing firm on what matters most—value, quality, and student impact—while creating long-term relationships that benefit both sides.
The schools that win in procurement are those that move beyond the transaction. They become part of the solution itself. They know the market and they also know their worth—and they're definitely not afraid to lead.
Let this be your reminder: You're not just buying products. You're building partnerships and real connections. And when done right, those partnerships can unlock better outcomes for your school, your team, and your students for years to come.
Before you begin applying what you've learned, take a moment to reflect on the five sales secrets we've explored:
Together, these principles aren't just sales tactics. They are a mindset shift—moving from reactive spending to proactive procurement.
To apply these strategies effectively:
Changing the way your institution buys requires more than individual action. You need a culture shift.
Building a Culture of Strategic Buying
Strategic purchasing isn't a one-person job. It requires a culture that values smart spending, transparency, and learning from each purchase.
Here's how you can promote that culture:
Procurement isn't just a task. It's a skill, and with practice, it becomes second nature.
To act strategically, schools need a simple but powerful framework to guide decision-making. Here's one that works:
This framework is flexible. Whether you're buying software, furniture, or services, the steps remain the same: be intentional, informed, and clear.
Use this checklist as a quick guide before making any procurement decision:
[ ] Have I defined the exact problem this purchase solves?
[ ] Did I collect multiple quotes?
[ ] Did I ask vendors about current promotions?
[ ] Have I reviewed security, compliance, or data policies?
[ ] Did I request a trial or demo?
[ ] Have I spoken with other schools who've used this vendor?
[ ] Did I review all contract terms (renewals, exit clauses)?
[ ] Did I disclose my budget and discuss pricing flexibility?
[ ] Have I included key stakeholders in the decision?
[ ] Have I outlined what success looks like after purchase?
This simple list can help prevent rushed decisions and costly regrets.
Smart procurement is not about being frugal—it's about being responsible and forward-thinking. Every purchasing decision you make impacts your school's resources, your colleagues' experiences, and ultimately, your students' success.
You now have the tools, strategies, and mindset to become a champion for smarter spending. Use them with confidence and continue learning along the way.
The best products aren't just about the lowest price. They're about the highest value. Go after that value, and you'll not only save money—you'll empower your entire institution.
Dear Reader,
Thank you for taking the time to invest in your continued development. In a day and age where our attention has been monetized at a scale unforeseeable to many—you still choose self-improvement over distraction. Your role as a school leader will impact generations to come as you have the ability to contribute to the growth of our society one learner at a time. I am grateful for your commitment and service to the communities you support.
This book is more than just a guide; it's a reflection of what I believe schools deserve: clarity, confidence, and control when making important purchasing decisions.
I wrote this not just as a professional, but as someone who understands what it feels like to sit across the table from a vendor, unsure whether you're making the best call for your school.
I've seen first-hand how easily schools can be left behind by fast-talking vendors or confusing jargon. But I've also seen the power of being strategic, informed, and bold. Whether you're a procurement officer, school leader, or team member supporting your school's vision, your role matters deeply—and you have more leverage than you think.
If there's one message I hope you carry from this book, it's this: You don't have to be loud to be powerful. Quiet and informed buyers change more than prices; they shift outcomes. I also hope this book becomes more than a one-time read: let it be your desk companion, your checklist reference, and your reminder that you have what it takes to lead smarter decisions for your school.
Thank you for letting these pages be part of your journey toward smarter, more confident purchasing.
Keep asking questions. Keep advocating for better—and keep making decisions that serve your students and your staff.
With appreciation,
Royce Leon
Contact Information
For more resources or if you are interested in me leading a professional development session for your staff/region/state please contact:
Download the complete PDF for your reference library