Strategic and Operational Restructuring, Acquisition & Integration
In 2009 KROTON wan an educational company in Brazil, with two business segments: (a) a post-secondary business with 39 campuses and almost 90,000 students and (b) a K-12 learning system with 720 associate schools serving 265,000 children.
L KAUFMANN was retained by the controlling shareholders of KROTON to conduct a one-year project which included the acquisition and integration of other post-secondary institutions, turn-around of some problematic units and building a strong management team.
After the restructuring KROTON grew to become one of the largest education companies in the world.
The following main objectives were achieved:
- Acquisition of IUNI, a post-secondary institution of the same size of Kroton, thus duplicating the size of the company
- PMI (post merger integration project) with 15 task-forces, resulting in the integration of the two companies into one single company, larger and better.
- Implementation of a new academic model in 90 days
- Integration of ERPs in 90 days
- Staff optimization, reducing head count by 1100 people out of 8000 in 90 days
- Captured synergies of R$ 40 million/year, creating over R$ 400 million of shareholder value
Strategic and Operational Restructuring, Acquisition & Integration
In 2009 KROTON wan an educational company in Brazil, with two business segments: (a) a post-secondary business with 39 campuses and almost 90,000 students and (b) a K-12 learning system with 720 associate schools serving 265,000 children.
L KAUFMANN was retained by the controlling shareholders of KROTON to conduct a one-year project which included the acquisition and integration of other post-secondary institutions, turn-around of some problematic units and building a strong management team.
After the restructuring KROTON grew to become one of the largest education companies in the world.
The following main objectives were achieved:
- Acquisition of IUNI, a post-secondary institution of the same size of Kroton, thus duplicating the size of the company
- PMI (post merger integration project) with 15 task-forces, resulting in the integration of the two companies into one single company, larger and better.
- Implementation of a new academic model in 90 days
- Integration of ERPs in 90 days
- Staff optimization, reducing head count by 1100 people out of 8000 in 90 days
- Captured synergies of R$ 40 million/year, creating over R$ 400 million of shareholder value