Case Study: Transforming AT Learning’s Sales Strategy for the K‑12 Market

Background

Travis Hostetter spent more than two decades working as a teacher and principal. During his time in schools, he developed solutions for problems such as student enrollment and teacher development, and realized that other school leaders could benefit from them. This led him to found AT Learning, a company that helps K‑12 schools grow their enrollment and improve teacher quality.

Despite his deep understanding of education and coaching, Travis admitted that transactional sales did not come naturally to him. His early business model relied heavily on Title funding; about 85% of his sales were to schools using this federal funding stream. When school leaders became fearful that Title funds might be cut, the sales pipeline dried up, and the business went seven or eight months without a sale. Average deals were small – typically $2 000–$4 000, with his largest sale topping out at $8 000. He tried working with other sales consultants and invested in marketing campaigns, but these general approaches produced lots of cold contacts and very few paying clients.

Challenge

Travis needed to replace his reliance on Title funding with a sustainable sales strategy that could:

• Expand his market beyond Title‑funded schools.

• Increase the size and quality of deals while reducing dependence on high‑volume, low‑value contracts.

• Respect the unique dynamics of selling to K‑12 schools, where leaders are inundated with emails and often skeptical of promotional messages.

• Free up his time so he could focus on creating new services and supporting existing clients.

Solution

Finding the right guidance

Unlike previous consultants, Mike specialized in helping entrepreneurs sell to schools. Travis was initially skeptical of LinkedIn outreach campaigns, but Mike’s initial message felt human and genuinely interested in his problems. When they spoke, Mike asked questions to understand Travis’s business rather than pitching a program; this consultative approach made Travis feel like a potential partner instead of a sales target.

Shifting to a value‑based, consultative sale

Working with Mike, Travis reframed his sales process around value. Instead of focusing on price or casting a wide marketing net, he learned to:

1. Identify and listen to specific problems – for example, a school leader might be struggling with classroom management or assessments. Travis positions himself as a partner who understands these pain points.

2. Emphasize outcomes rather than transactions – he discusses the transformation schools will experience (e.g., teachers feeling more confident) rather than racing to offer the lowest price.

3. Offer value before asking for commitment – by sharing insights and guidance, Travis demonstrates expertise and builds trust.

4. Use a structured, question‑driven call outline – Travis even keeps a “Mike‑built” script by his screen during every sales call so he remembers the key questions and natural transitions.

Pricing and positioning

In his first major implementation of this approach, Travis doubled his price mid‑day before a sales call. Because the conversation centred on value and solving the school’s problem, the school leader agreed to the new rate without hesitation. Travis realized that schools were buying the outcome rather than a subscription fee. This insight gave him confidence to charge more for his expertise and to target larger contracts.

Results

By changing his mindset and adopting a consultative, value‑based approach, AT Learning achieved dramatic improvements:

• Revenue growth and larger deals: Average sales increased from $2 000–$4 000 to $25 000–$35 000, with several deals approaching six figures. Travis now has fewer clients, but each engagement generates significantly more revenue and attracts higher‑quality partners.

• Greater confidence and time savings: The new method removed pressure from sales calls and made conversations feel like discussions with colleagues. Larger deals meant he needed fewer clients to reach his revenue targets, freeing up hours previously spent chasing low‑value leads.

• Improved services: With more time, Travis created a new service offering and quickly secured sales. He now spends more time listening to client feedback and tailoring solutions.

• High close rate: Because the process focuses on fit and value, Travis rarely receives outright rejections. Prospects either say yes, request time, or ask him to follow up later.

• A resilient business: Had Travis not changed his approach, he believes his business would be “in really rough shape” given the challenges of the education market. Instead, his company is now profitable, with a strong pipeline and a reputation for partnership.

Key Takeaways

• Selling to education is unique. Generic sales techniques or broad marketing campaigns rarely work because school leaders are inundated with emails and skeptical of promotional messages. Success requires a human approach focused on partnership and problem‑solving.

• Value beats price. By focusing on the outcomes schools want and the problems they need solved, Travis positioned his services as investments rather than expenses. This allowed him to raise prices substantially while reducing client resistance.

• A mindset shift is essential. Travis’s biggest obstacle was not a lack of leads but his own belief about sales. Reflecting on his value proposition and using a structured, question‑driven call changed his confidence and effectiveness.

• Coaching accelerates learning. Experienced guidance from someone who understands the education market helped Travis avoid years of trial and error and quickly implement strategies that worked.

Conclusion

Travis Hostetter’s journey illustrates how a seasoned educator can translate expertise into a thriving consultancy when paired with the right sales strategy. AT Learning went from relying on sporadic, small Title‑funded contracts to consistently closing large, value‑focused deals. Through targeted mentorship, a shift from price to value, and a commitment to listening first, Travis transformed his business’s trajectory and created a model that prioritizes partnership and long‑term impact in the K‑12 sector. See the full interview here:

Interview Date | November 5, 2025