10 Lessons from 10 Years of EduDream
When we started EduDream a decade ago, we wanted to do education research differently. This meant asking hard questions about who succeeds, who doesn’t, and why, while centering the students and families that our schools and systems too often fail. That mission didn’t come from nowhere; it grew from years of watching what worked, what didn’t, and what was missing
My Roots
Without realizing it, my career has had one throughline: innovation and action. It started at the University of Chicago, where studying Public Policy first sparked my interest in education – and where I met my cofounder. My first job brought me to Chicago’s Pilsen neighborhood at Cristo Rey Jesuit High School, an innovative work-study school serving students from immigrant families with limited resources. At Cristo Rey, I met colleagues who would become my biggest champions and longest-lasting relationships.
From there, graduate school at NYU Wagner School of Public Service taught me to translate ideas into action. I conducted evaluation work for New York City’s Office of Financial Empowerment, the nation’s first office focused on the financial health of low-income residents. As a Harvard Strategic Data Project fellow, I helped a school district in New Jersey transform its data use. Later, at Thrive Chicago, I led data strategy to align the city’s youth-serving ecosystem around shared outcomes.
At each of these organizations, my colleagues and I were leading something new, different, or unproven. I didn’t realize it at the time, but I was learning how to build EduDream.
As I reflect on what led me to this moment and look forward to the next decade of EduDream, I bring these ten lessons with me.
10 Lessons Learned
1. Relationships are the work. Our accomplishments only tell part of the story. What they don’t capture are the relationships, the trust, the intentional research process – and the outcomes that have unfolded over a decade of showing up. Our partners and their communities shape how we work. We adjust as needs evolve, always sharing what we learn along the way. Some of our most fruitful engagements originated from long-standing relationships, whether with a former colleague, mentor, or a leader who believed that how research is conducted is just as important as the result.
2. Be open to unexpected supporters. Early on, I assumed our biggest supporters would be other Latinas – that a shared identity and mission alignment would translate to support and connections. A few did, but many didn’t, which disappointed me. Our biggest supporters turned out to be white and Black men. I had to let go of who I thought should be in my corner, and appreciate who actually was.
3. A no is a “not yet.” After hundreds of rejections over a decade, I’ve learned not to take it personally. It’s rarely about our capability or expertise. So many factors go into a decision that is out of our control. The work is still good. The moment just wasn’t right.
4. You don’t have to do it alone. In the early years, I read business materials, listened to podcasts, and researched challenges as they arose. These are things I still do. But it’s also okay to ask for help from your partner, network, mentor, or other entrepreneurs. There’s so much knowledge and wisdom from those who have walked similar paths and are willing to share. You just have to ask.
5. Embrace the discomfort. A big part of starting a business is becoming its face, communicating your vision, and building visibility and credibility. This brought me a lot of discomfort. As an introvert, along with a cultural upbringing that encouraged staying quiet and following orders, I naturally avoided anything outward-facing. I’ve learned to embrace the discomfort, to find outlets that feel more true to me, such as writing, and to focus on the end goal of seeing EduDream succeed.
6. Systems and processes are your best friend. When we think about a company’s success metrics, we often point to revenue, profit, margins, and reach. But sometimes the most powerful driver of success is not visible. Systems and processes are essential to deliver the high-quality research and strategy we are known for, and our clients expect. They take time to build, and we never stop refining them. Early on, every project felt like we were starting from scratch, recreating templates, and figuring out client communication. Investing in those systems is what allowed us to grow without sacrificing quality.
7. It’s okay to say no. Being a child of immigrants and an overachiever, I pursue almost every opportunity, keep going until I accomplish as much as possible, and people-please to avoid conflict. While this may have fueled my success in the early years, it began to take a toll on my stress and mental health. Engaging in leadership coaching was a turning point. It helped me do the inner work to establish healthy boundaries, navigate tricky client situations, and show up steady and confident. Learning to say no – to projects, to pressure, to self-doubt – made space for the things that actually serve me and allow me to show up as my best self.
8. Do what only you can do. In the early years, my co-founder and I did everything: client delivery, sales, operations, and marketing. This was okay when we were learning the business, as it helped clarify what I do well, and more importantly, what I enjoy. As a founder, the instinct to say “I’ll just do it faster myself” is real. But this approach was not sustainable. I learned the goal isn’t to do more yourself, but to do what only you can do and delegate the rest.
9. Your values will be tested. Our country and our education systems are going through a difficult time. The institutions that were supposed to protect equity in education are being dismantled. Research infrastructure has been defunded, and we are losing essential data and evidence. There have been many moments where we have felt defeated, shaken, and rattled. Our values have been tested, and we have many battle scars. As we look back, I see how we’ve made a difference over the past decade by remaining steadfast in our commitment to equity and justice. We know that when we listen and respond, we can solve big problems. That is what EduDream is about.
10. Always look forward. Six years in, EduDream was growing with intention, building momentum, and amplifying our work. We were making a name for ourselves. We had some of our best financial years, and naturally, got comfortable. It’s easy to lose sight of the horizon when the work is flowing and the organization is financially healthy. One lesson learned is to always have “healthy paranoia.” Never take your foot off the business development gas pedal, because things can change from one day to the next. Continue nurturing your network.
In 10 years, EduDream has completed 53 projects, produced over 100 practical reports and resources, and reached 75 communities across this country, including many communities across Chicago, New Mexico, Los Angeles, and Kansas.
I’m so proud of what we’ve accomplished.
We are entering our next chapter with a renewed focus: deeper partnerships with organizations committed to equity-centered research, a growing team, and an expanded presence in partnership with the communities at the center of this work.
Read more on our website to learn about our history, examples of our impact, and where we are headed: https://edudream.org/decade-of-edudream/
Want to join us? Learn how to partner with us: https://edudream.org/contact-us/
