Building Tomorrow’s Classroom: How Colin Cooper Is Revolutionizing Education Through Virtual Reality Learning Experiences

Colin Cooper is a serial entrepreneur whose journey began at 18 with his first company, setting the stage for two decades of building businesses across 38 countries and over 100 industries. As Co-Founder and Co-CEO of Illuminate XR, this father of five has channeled his passion for technology and education into creating immersive virtual reality learning experiences that bridge the critical gap between traditional learning and real-world application. His company serves schools, businesses, and healthcare institutions, transforming how people learn by making education not just memorable, but experiential.

In an exclusive interview with Entrepreneur Loop, Cooper shares his insights on leveraging VR technology to solve one of education’s biggest challenges: helping learners retain information and apply it effectively in real-world scenarios. From virtual field trips that transport students to historical moments with Winston Churchill to safe medical training environments, Illuminate XR is reshaping how we think about immersive learning.

1. Please provide a brief introduction of yourself and your professional background. I’m Colin Cooper, a father of five and a lifelong entrepreneur who started my first company at 18. Over the last 2 decades, I’ve built businesses that have operated across 38 countries in over 100 industries. My focus is on using technology and innovative teaching to help bridge the gap between what students learn and what businesses truly need. I’m passionate about preparing the next generation for a world that’s changing fast
2. Please tell us a bit more about your startup – what does it offer, what problem does it solve, and who is your target audience? Illuminate XR creates virtual reality learning experiences for schools, businesses, and healthcare. We design environments where people can practise skills, make decisions, and learn by doing, without real-world risks or costs.

In education, we help teachers spark curiosity and keep students engaged, turning subjects like science or history into places you can explore. In business, we build training that’s practical and memorable, whether it’s handling tough conversations or learning new technical processes. In healthcare, we give medical staff safe spaces to rehearse high-pressure procedures before they ever touch a patient.

Our clients are schools, universities, corporations, and medical institutions that want better results from training and education. We’re solving the problem of people forgetting what they’re taught and struggling to apply it. When you learn inside VR, it sticks because you’re not just watching, you’re experiencing.

3. What inspired you to start your own business? What was the “aha” moment? I fell in love with technology when I was 13, back in 1993, right as the internet was starting to show up in people’s lives. The idea that you could build something from scratch, reach people anywhere, and be in charge of your own time and income hooked me straight away. That feeling of shaping your own future never left me, and it’s what pushed me to start my first business at 18 and keep building ever since.
4. What were some of the biggest initial challenges you faced in getting your business off the ground? How did you overcome them? One of the hardest parts early on was learning to be patient. I’ve always been full of ideas and energy, but sometimes the market just isn’t ready, or the timing’s off. I had to train myself to watch for real gaps instead of forcing things too soon. Another big challenge was staying flexible. Markets shift fast, and being too rigid can sink you. I kept my businesses lean and made sure I could pivot quickly if things changed. The most significant help was surrounding myself with good people. I’ve always made it a priority to find mentors who know things I don’t. Having the right voices around me has saved me from mistakes and kept me growing
5. How did you identify a gap in the market or need that your business fulfills? I spot gaps by keeping my ears open. We talk to customers all the time and run surveys to hear what’s missing or what’s frustrating them. I also watch where the big players are going and look for the blind spots they leave behind.

Another thing that helps is borrowing ideas from other industries. When I worked with the defence sector, I noticed how they planned missions in detail but stayed flexible enough to change course if something went wrong. That thinking inspired me to create the Pivot Formula, a system I use to steer my businesses. It’s helped me turn struggling projects around quickly, whether in large organisations or small startups. Another example is in education. Schools are under pressure with tight budgets and stricter rules around safety, making real-life field trips harder to organise. So, we started building virtual field trips. Now, students can travel to the moon, explore the Australian outback, or go back in time to talk with figures like Winston Churchill or John F. Kennedy, all without leaving the classroom. It’s made learning far more exciting and accessible.

And honestly, a lot of it comes from testing and failing fast. We try new products, messages, or approaches and watch the results. If something doesn’t work, we drop it quickly and move on. That’s how we find what truly fits the market

6. What has been your approach to funding your startup? Did you use your own savings, seek investors, crowdfund? We’ve used a mix of approaches to fund our businesses. For Illuminate XR, we combined our own savings with raising startup funds and building strong partnerships that shared resources and opened doors. In other ventures, we’ve gone the crowdfunding route to test demand and bring in early customers, and sometimes we’ve worked with investors when the growth plan called for bigger capital. I’ve learned there’s no single ‘right’ way, it’s about matching the funding method to the business and stage you’re in
7. How did you go about building your team and attracting talent in the early days? I built my teams by being open about why I do what I do. I’ve always believed that if you share your real ‘why,’ the right people show up folks who care about the same things and want to be part of something bigger than just a job. In the early days, I’d talk about my vision, even when it was just an idea on paper. People connect to purpose, and that’s what brings in talent willing to roll up their sleeves and help build from the ground up
8. What have been some of the toughest decisions you’ve had to make as a founder? Any stand out as pivotal? Two moments come to mind straight away.

One was in the early days when we were bootstrapping. I remember lying awake on a Thursday night, knowing I’d have to tell my team the next morning that wages would be late because a big contract got delayed. It’s the kind of thing that keeps you up at night, because you know people are counting on you.

The other was shutting down a division and letting good people go. That’s brutal. People sometimes forget that your team are human beings with families, bills, and dreams. Every decision ripples out it doesn’t just affect that person, but their partner, their kids, and even more people around them. I carry that awareness every time I have to make a tough call.

9. What have been your key strategies for growth and gaining traction/users? My biggest strategy, both with Illuminate XR and in all my businesses, has been meeting customers where they’re at. Too many companies create a gap between what they offer and what customers actually need, then expect the customer to do all the work to cross that gap. I call that a ‘bridge too far.’ I’ve always focused on building those bridges instead, making sure we talk the customer’s language and solve the problems they’re feeling right now.

Another thing is standing by what we offer, completely. We back our products with guarantees and keep solutions simple and easy to access. That builds trust and word of mouth faster than any ad campaign ever could.

For IXR specifically, we work closely with schools, businesses, and healthcare organisations to design VR experiences they actually want to use, not just flashy tech demos. We listen, test, tweak, and make sure we’re solving real-world problems, whether that’s keeping students engaged or training staff safely and efficiently. That’s what drives growth for us

10. How do you stand out from the competition in your space? What sets your product/service apart? What sets us apart comes down to a few key things. First, it’s the depth of experience on our team. Each of us has spent decades working in the sectors we serve education, business, and healthcare so we don’t just bring tech skills, we understand the real challenges people face in those industries.

A lot of companies in our space are purely tech-driven. We’ve worked hard to balance solid technology with practical industry knowledge, so what we build isn’t just impressive software; it’s genuinely helpful and fits into how people work and learn.

We’re also already operating in multiple countries the US, UK, parts of Europe and the Middle East, and Australia. That reach helps us create solutions that respect local cultures, standards, and ways of working.

Finally, we don’t believe in one-size-fits-all. We can deliver turnkey VR curriculum and training, but we’re just as comfortable building custom experiences tailored to a specific school or business. That flexibility makes a huge difference for clients who want something unique and meaningful

11. What have been some mistakes or failures you’ve made along the way as an entrepreneur? How did you recover and learn from them? One of my biggest mistakes has been trying to fit square pegs into round holes. I’ve brought people along for the ride who didn’t truly want to be there, or who didn’t believe in what we were building. Sometimes, people don’t just lack interest they can actually resent your drive or success.

It took me a while to realise that no matter how talented someone is, if they’re not on board with your mission, it drags everyone down. Now, I’m much clearer about who I bring into my businesses. I look for people who share the vision and values, not just skills on paper. Recovering from those mistakes wasn’t easy, but it taught me that protecting your culture and team energy is as important as any business strategy.

12. What do you know now that you wish you knew when you were first starting out? I wish I’d known sooner how important it is to surround yourself with good people and seek out coaches and mentors early on. A lot of folks brush that off or think it’s just an extra cost, but it’s not always about money. Mentors come in all shapes sometimes it’s someone sharing advice over coffee, sometimes it’s a business connection willing to show you the ropes.

The key is being intentional about your own growth. Don’t wait for learning to happen by accident. Find people who’ve been where you want to go and learn from them. It saves time, money, and a lot of painful mistakes.

13. What are the most important skills someone needs to be a successful founder, in your opinion? I think one of the biggest skills for any founder is knowing that you don’t know everything. You’ve got to figure out the two or three things only you can do the stuff that’s your superpower and as soon as you’re able, start hiring other people to handle the work anyone else can do.

In the beginning, you’re wearing every hat: sales, accounting, delivering the service, even emptying the bins. That’s normal. But if you stay stuck there, you’ll never grow. The moment you focus on your unique strengths and get the right people around you, that’s when your business can really start to scale.

14. What does a typical day or week look like for you? How do you manage work-life balance? My days usually start early. I pick one of my MVPs my Most Valuable Priorities and tackle it first thing, before the world wakes up and distractions kick in. After that, I’ll take a break and try to keep some breathing room in my day.

I take most Fridays off when I can. I limit how many calls I have, and I only check emails about three times a day instead of letting them ping me non-stop. Research suggests it can take around 20 minutes to get into deep focus, but most people get interrupted every few minutes by notifications. It’s a recipe for getting nothing done.

Another big part of balance is knowing when it’s time to sprint. Some phases in business mean long days, even seven days straight. But just like athletes train, perform, and then rest, business works the same way. If you don’t plan recovery, you’ll hit burnout fast and I’ve been there. It’s not somewhere I’d recommend

15. What do you find most rewarding and most challenging about being an entrepreneur? The most rewarding part for me is working on projects that actually make a real difference. There’s nothing like seeing your work change someone’s life, whether it’s a kid getting excited about learning thanks to VR, or a business leader finding new confidence after training. Watching that unfold in real time is incredible.

The flip side is the weight that comes with it. As an entrepreneur, the highs are high, but the lows can be brutal. You carry the responsibility for your team, your customers, and sometimes even your own family’s future. Balancing all of that can be the toughest part

16. What are some future goals or plans you have for your business in the next few years? One of my biggest goals for the next few years is using technology to tackle loneliness and the mental health challenges that come with it. It’s an issue that cuts across every part of life.

Whether someone’s stuck at home because of a serious illness, or living in aged care with few visitors, I want them to be able to join a virtual coffee catch-up and feel connected again.

I also think about kids who’ve never seen the ocean or travelled beyond their own town. We can give them those experiences in VR and open their world.

And in business, as more teams go remote, leaders worry about losing that sense of connection. We’re building ways for people to truly interact and bond, even when they’re miles apart. For me, it’s all about making sure technology helps people feel less alone, not more.

17. What advice would you give to aspiring entrepreneurs who want to start their own company? My advice is simple: do it but do it smart.

Starting your own business is one of the most rewarding things you can do, but you’ve got to weigh it against your own circumstances. Don’t risk everything all at once. These days, it’s easier than ever to test a business idea without pouring in huge amounts of time or money. Talk to potential customers, build a simple version of your product, and see if people actually want it.

And definitely use AI as a tool. It’s brilliant for research, drafting ideas, or analysing data but don’t treat it like a magic wand that can run your business for you.

Most of all, remember that nothing replaces good judgment and real human connections

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As Colin Cooper continues to expand Illuminate XR’s reach across multiple continents, his vision extends far beyond traditional education. His upcoming focus on using technology to combat loneliness and create meaningful connections reflects an entrepreneur who understands that true innovation lies not just in impressive technology, but in its power to solve genuine human challenges. For aspiring entrepreneurs, Cooper’s journey demonstrates that success comes from staying true to your vision while remaining flexible enough to adapt, always keeping one eye on the future while building bridges to meet customers exactly where they are today.