How to grow an EdTech company in the UK
Grow an EdTech company that sells to enterprises by treating each deal as a consensus sale. Several functions buy learning products together, so map the stakeholders, lead with a business outcome, not the course, and keep every deal visible. Forte Growth builds and runs the go to market behind that.
Who really buys learning products in a large company
The person who loves the product is rarely the only buyer. A learning purchase in a large company can involve L&D, HR, the business unit whose people will use it, procurement and IT. Alper Yurder, who built General Assembly's UK enterprise business before founding Forte Growth, describes enterprise deals running across twenty to thirty stakeholders in different functions.
This page is written for EdTech companies selling into those enterprises, not for the L&D teams buying from them.
Lead with the business outcome
An enterprise buyer funds a change in how a team performs, not a course. The first thing in front of a buyer should be the business problem the learning solves and how the company will see it improve. The content, the platform and the format are how you deliver it, so they come second.
Why enterprise learning deals go quiet
Deals with many stakeholders stall when the seller loses sight of them. In Alper's account of General Assembly, the first reason a winnable enterprise deal is lost is being left in the dark. Keep a written map of every stakeholder, what each one needs to see and the next step agreed with each. The wider reasons B2B deals run long are in why B2B deals take six months.
Alper Yurder's record in learning
Forte Growth's EdTech references are Alper's own career before Forte, not client engagements. General Assembly is an education technology company; in the UK it had no enterprise business, and Alper built one from zero, landing Barclays and Deutsche Bank as clients. The General Assembly page covers how.
At MindGym, which Forte Growth uses as its reference for training firms, he was an early employee through its LSE IPO and grew the financial-services vertical from £1M to £10M.
What to build first
- A named list of target enterprises and, in each one, the functions that will be involved.
- One outcome-led message per buyer group: the business unit, L&D or HR, and procurement.
- Proof in the buyer's terms: named clients, results and short quotes.
- A deal map and a follow-up rhythm, so no enterprise deal goes dark.
- Outreach to the people who own the problem; at Forte Growth the first outbound goes live inside three weeks.
How Forte Growth works with EdTech companies
Forte Growth builds and runs go to market and marketing for B2B startups and scale-ups, from strategy to sales. It starts with a pipeline audit inside the first month, then the go to market strategy, then the build, with the first outbound live inside three weeks. You own what it builds, and you either hand it to your team or keep Forte Growth running it. To talk it through, book a 30-minute call with Alper Yurder.
Common questions
How do EdTech companies sell to enterprises?
As a consensus sale. Map every function involved, lead with the business outcome the learning delivers, bring proof in the buyer's terms and keep a next step agreed with each stakeholder, so the deal stays visible.
Who buys EdTech inside a large company?
Usually several functions at once: L&D or HR, the business unit whose people will use it, procurement and IT. Before founding Forte Growth, Alper Yurder ran enterprise deals at General Assembly that he describes as spanning twenty to thirty stakeholders.
How long does an EdTech enterprise deal take?
Forte Growth does not publish a standard length, because it depends on the number of stakeholders and the buyer's budget cycle. The bigger risk is losing sight of the deal, so track each stakeholder and agree the next step every time.
What should an EdTech company put in front of an enterprise buyer first?
The business problem the learning solves and how the company will see it improve, with proof from a named client in the buyer's terms. The content, the platform and the format come second.
Should an EdTech company market to L&D teams or to the business?
Usually both are involved, but lead with the business problem. L&D can champion a product; the business unit and the budget holder decide whether it is worth funding.
Sources
- General Assembly and MindGym: Alper Yurder's own career record, as published on Forte Growth's case pages, read 14 October 2026.
Last reviewed October 2026.