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
kroton

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