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PRNOTICIAS INTERVIEW WITH MIRIAM CORDERO, CHIEF REVENUE OFFICER (CRO) OF ODILO
Interview published by PR Noticias
“To build a global EdTech brand from Spain, the focus is not on being the best known, but on being the most indispensable. At ODILO, beyond aspiring to be ‘the most famous brand,’ we aspire to be the essential learning and development environment in every country where we operate.”
Have you ever wondered how a Spanish edtech company that is already present on five continents, with a thousand learning platforms and 170 million users, builds and maintains its global communication without losing its voice? This is the case of ODILO, recognized by Statista and TIME magazine as one of the main players in this ecosystem worldwide. But how have they done it?
To answer this question, PRNoticias talks to Miriam Cordero, Chief Revenue Officer (CRO) at ODILO. Since joining the company in 2024, she has been instrumental in defining the narrative of a company with unicorn potential, connecting with diverse audiences (corporate users, public administrations, educational institutions, and students of all ages) through digital and physical channels. Her experience combines journalism, international corporate communication, and strategic marketing, making her a unique source for discussing communication, branding, and global growth in the edtech sector.
In this interview, Miriam shares with us six lessons for building and consolidating a global edtech brand in diverse markets, based on ODILO’s experience.
Lesson 1. A tip for building a global edtech brand from Spain and gaining relevance in diverse markets.
To build a global EdTech brand from Spain, the focus is not on being the best known, but on being the most indispensable. At ODILO, beyond aspiring to be “the most famous brand,” we aspire to be the essential learning and development environment in every country where we operate.
We gain relevance in diverse markets because our model does not compete with local content, but rather enhances it. In each market, there are well-known publishers and creators; we offer them a new source of income by integrating their content into our platforms, and they give us immediate legitimacy. This collaboration allows us to adapt culturally to each context without losing our global approach.
Doing this from Spain gives us a strategic advantage. On the one hand, we are located in the European Union, which gives us a seal of regulatory, technological, and pedagogical quality (including GDPR compliance) that opens doors in the most demanding markets. On the other hand, our natural connection with Latin America provides us with a cultural and linguistic bridge that makes it easier to scale our solutions with minimal friction.
Lesson 2. A key lesson learned from ODILO’s international expansion.
At ODILO, we understand that for each project to be successful and for us to gain a firm foothold in new markets, it is not enough to simply replicate the model. This can serve as a basis, but it is also necessary to listen to local stakeholders and co-create for each market. The educational needs of a university in South America are not the same as those of an American multinational or a public school in Madrid. Neither at the customer level nor at the user level.
Education is deeply cultural and social. That is why we build our growth on one principle: at ODILO, we come to adapt, not to impose a model. And when the proposal is tailored to the local reality, we find that our landing is faster and that the relationship with the customer becomes more strategic and lasting.
In this vein, another key lesson has been to invest in local talent, which has also helped us understand the mindset, approach, expectations, and priorities of each client in each market. Local teams are key to ensuring that our business model is understood, properly adopted, and valued. They are essential for ODILO to be an approachable, useful brand that has a real impact.
Lesson 3. A recommendation for adapting the narrative to diverse cultures without losing coherence.
The overall narrative must have a stable purpose. In our case, democratizing access to personalized learning. But it must also be tailored to the needs and priorities of each client and each market. Sometimes we will talk about corporate training, employability, and competitiveness. At other times, we will talk about digital literacy or social inclusion. We adapt examples, use cases, and messages without altering the purpose. Consistency comes, first, from the “why” and, second, from the “how it is told.”
In this sense, the key is to work with a flexible message architecture: a solid central framework and layers of cultural adaptation. This allows us to identify which part of the message is universal and which we need to modulate according to the context. Thus, we know which door to open to bring value to the client and the user.
Lesson 4. A suggestion for incorporating technological innovation into brand building and consolidation.
Technology must always be linked to tangible improvements: better learning outcomes, greater equity, greater efficiency for teachers and institutions… Talking about AI, analytics, or personalization only makes sense when we can demonstrate that their impact is real. In our experience, innovation is best communicated when it is demonstrated rather than announced. That is why we place so much importance on usage data, case studies, and real stories. Because they exemplify and have a much greater impact than any technological claim.
Furthermore, innovation must be presented in an “accessible” way. This means turning technology into a human tool that facilitates a learning experience tailored to each user and, without being an end in itself, is geared toward a specific goal. True innovation is recognized when the user finds it useful, natural, and transformative.
Lesson 5. A common mistake that edtech companies should avoid when internationalizing their communication.
In the edtech ecosystem, it is common to communicate from the perspective of technology rather than the value it generates. It is common to hear about features, algorithms, and platforms. And when this approach is taken, we forget the essential: customers are looking for training solutions for a specific need. Not a software provider. That’s why at ODILO we always base our messages on the challenge we solve and the impact we generate. If the value proposition is not aligned with the training context for which it is intended, it may create barriers rather than open doors.
Another thing to avoid is trying to ‘sound global’ without building local legitimacy. Training is an area where trust weighs more heavily than aspirational discourse. Without local partners, institutional references, and support, technology can be perceived as an external resource. Internationalization is based on relationships, not slogans.
Lesson 6. Advice for managing reputation in different markets.
As I mentioned, reputation is always built on consistency and local presence. It is essential to be close to key players: teachers, principals, administrations, families, students, managers, employees, citizens, etc. Communication helps to build trust. But it must be supported by accompaniment, results, and sustained commitment. In diverse markets, being global provides strength, but being local is what generates legitimacy. That is why we work with teams, partners, and programs on the ground, adapted to each educational community.
Furthermore, reputation management must be proactive, not reactive. That is why we continuously monitor perceptions, needs, and expectations, which allows us to act before friction or misunderstandings arise. Reputation is not a static asset: it is cultivated, nurtured, and demonstrated every day.