Startup founder says curiosity should outweigh college credentials
Uniplay CEO Eric Francia says AI and fast-changing work make adaptability, autonomy and learning culture central to hiring.
By Maya Lindqvist · Senior Technology Correspondent
3 min read
Uniplay co-founder and CEO Eric Francia is urging young workers and employers to rethink the value they place on college credentials as AI changes the workplace. In a Fortune commentary, Francia said his own path, starting a company at 18 instead of attending college, shaped how he now hires and builds teams.
Francia wrote that his parents considered the decision risky when he chose entrepreneurship over university. He said he spent his late teens calling prospective clients and studying returns on investment, and has since built six companies, led hundreds of employees and worked only for himself.
His argument comes as more young people question the cost and payoff of higher education, according to Francia. He cited rising student loans, pressure on graduate jobs and AI’s effect on traditional academic work as reasons a degree may carry less certainty than it once did.
AI is changing what employers need
Francia said the distance between school instruction and workplace demands is growing faster than many institutions can respond. He argued that the ability to adjust quickly has become a business advantage as technology changes at a faster pace.
He pointed to the World Economic Forum’s Future of Jobs Report 2025, which estimated that 59% of employees will need reskilling by 2030 because of AI’s impact. Francia said major technology shifts remove some skills from demand while creating a need for others.
At Uniplay, which Francia said runs on AI, the company is still hiring people. He wrote that he personally reads every résumé and focuses less on academic background than on side projects, evidence that applicants have built things, and signs of learning outside formal education.
Autonomy and engagement
Francia said the strongest employees are often those who stay curious and can adjust as conditions change. He argued that leaders should give workers room to make decisions, take creative risks and learn from mistakes.
In small companies, he wrote, each hire carries added weight because the team shapes the company in ways founders cannot fully direct. Francia said he looks for people who share the company’s goals and pace, because behavior can be hard to change after hiring.
He also framed engagement as one of the most important business measures. Francia said boredom can hurt companies more than strategy shifts or new technologies, and argued that teams perform better when work includes experimentation, competition and enjoyment.
Learning culture over static training
Francia said companies need to protect learning habits as teams become leaner and retention becomes more valuable. He argued that businesses benefit when employees regularly try to improve rather than rely on fixed skill sets.
He criticized corporate training programs that employees do not want to use. Citing Training magazine, Francia said U.S. companies spent $102.8 billion on corporate learning last year, while many programs produced little more than workers clicking through required content.
Francia said leaders should take inexperienced workers seriously, including interns, because they may notice outdated practices that established employees overlook. His central advice was to value curiosity, grit and a willingness to learn, regardless of age or résumé.
This story draws on original reporting from Fortune.