NZ Business Podcast - Paul Spain
00:09:44 · Paul Spain, Jamie Beaton, Paul Spain
[00:09:44] S1: Great. Tell us about some of these new things. Maybe start with over this period that sort of, you know, stands out. [00:09:50] S0: We acquired a business called Revision Village, which is the leading provider of international baccalaureate study resources. So if you're a student at Kristin or you're a student, for example, you know, St. Cuthbert's, and you wanna boost your score on the IB, our platform is the most popular for helping you study for those exams. We initially bought this when it was just a math product, and then we expanded it to all the key IB subjects. And then the leader is called Tim Vaughan. Tim used to be one on the exec team and one of the founding hires at Education Perfect, which sold to KKR. And then he joined as CEO of Revision Village. Now over the last several years, I think two and a half, we've taken that from being in zero schools to more than 430 of key IB schools around the world. And so we love Revision Village because it's a really good bang for buck for the students. Revision Village has been a major new part of Crimson and our first major b to b software division of the business. [00:10:40] S1: Yeah. Great. So maybe you [00:10:43] S2: can walk us through a little bit of the [00:10:44] S1: sort of history on the acquisition front because that's not the the only acquisition that you've done. This seems to have been, you know, actually a really important part of the journey so far.
00:10:55 · Jamie Beaton
[00:10:55] S0: Totally. Now, if I was to characterize my acquisition strategy at this point, it's really a a learning strategy. What we what we do is we find new verticals that we don't know enough about ourselves. Take Revision Village. It was a self serving IB platform that was being used by students in the IB at a certain price point that was quite different to Crimson. And we had a theory that if we acquired the business, we'd learn enough about the space to be able to really expand and grow this thing. And so we generally like this kind of buy and build thesis where we find something that is compelling as a standalone. We've got a good strategy of how we grow that. So that was the case with Revision Village. Another recent one would be Collegewise, which is the third biggest college counseling firm in The US. We were able to take our Crimson technology platform, put that into the Collegewise business, add a whole new range of enrichment products. So a family, for example, in Irvine, California, can benefit from our research training, different honors training, competitions, academic tutoring, and really enhance their performance. So that's another good example too. We also like to do lot of acqui hires as well. We recently acqui hired a team who runs sciencefair.io. They are America's best training for science fair competitions. So this will sound a bit funny, I guess, because we don't really have such a big culture for this New Zealand. But in America, there are massive science competitions where tens of thousands of kids are competing through these projects, and it's backed by companies like Jane Street, Top Hedge Funds, Regeneron, used to be Intel. And so students will often spend one or two years developing these projects. And so what we we developed now with this acquihire is a training program to help students with enhancing their skills for the science fair competitions, which in turn helps them get into top universities. So that's another example of of a recent acquisition. So we are very flexible. We're actually bidding on a really exciting thing right now, but I I won't jinx it, and then some other other things in the pipeline. But definitely, as you said, it's been a core part of the strategy, but it's worth noting that the the huge majority of Crimson's growth has come from the organic growth of our launched businesses.
00:12:50 · Jamie Beaton, Paul Spain
So although we do a lot of acquisitions, it doesn't it doesn't tend to be a huge share of our revenue relative to just the organic build out of Crimson Education's core college admissions business. [00:13:01] S1: And Number Works, that one's, you know, quite some time back. Tell us a little bit about, you know, that, how that how that's gone, and how that sort of fits into the overall picture.
00:13:01 · Paul Spain, Jamie Beaton
[00:13:01] S1: And Number Works, that one's, you know, quite some time back. Tell us a little bit about, you know, that, how that how that's gone, and how that sort of fits into the overall picture. [00:13:09] S0: Totally. Well, first of all, I'm eternally grateful for Numberworks. I I went along when I was, I think, 3.5 with my Numberworks coach, Lloyd. Mom would take me out there, and when I finished my Numberworks math and English, I'd go get a doughnut afterwards and some Papa Jack's, so that was good fun. And that was really one of the things that sparked my initial passion for math and English. So when the Numberworks team was interested in a partner to help them grow the business, we thought it was a great opportunity for us. And Numberworks caters to five to 14 year olds, and it's actually quite a world leader when it comes to using computer learning where students have typically one teacher supervising three or four students, and the results are really fantastic and has been for now going on nearly forty years. So we've seen Numberworks grow fantastic, really well under the Crimson banner, and they've got great traction in Australia, and they've got really a lot of popularity in places like Sydney and Melbourne, and then it's continued to do very well in New Zealand. So very proud of the Numberworks team. They've also rebuilt the platform and, you know, incorporated a whole variety of new tools and student experiences. So it's been fantastic, and it's been nearly ten years under Crimson now.
00:14:12 · Paul Spain
[00:14:12] S1: Yeah. Fantastic. Now, you've talked about The US market being your number one market now, and that's your biggest base. Walk us through that journey because it's not necessarily a predictable journey when you when you get into The US market. Right? And, yeah, it it can it can be pretty brutal too.
00:14:34 · Jamie Beaton
[00:14:34] S0: 100%. And, you know, it's funny. Last year, was teaching a class at the University of Auckland with my co founder, Feng Zhou, and we studied many of New Zealand's unicorn companies. And the recurring pattern in these companies, whether it be, you know, businesses like Halter or Rocket Lab or Pushpay, Xero, etcetera, is they typically have had to get, you know, quite massive US traction. And I think the thing about The US market is when you crack into it, there's high willingness to pay. It's a big market. And each state's almost like its own country, so there's a lot of depth there. But, of course, it requires a lot of, you know, nuance to adjust your go to market, your product to make it work. In our case, the good thing about what we have already built before we entered America is we built this training engine to get a 14 year old who's somewhat ambitious, make them really ambitious, help them find where they wanna go in their future, build all their core skills, and then get them into these top schools. And the same passion that a Singaporean mom has to get their child into Yale is very similar to an Upper East Side mom trying get their kid into Columbia. And so when we rolled into America, you know, we focused on some of the key states that have, you know, pretty fantastic universities. California's got schools like Stanford and UC Berkeley. You know, the East Coast got all the Ivy League schools. And so we focused on a couple of key states and used our city launcher model, began to get traction on the ground. We did all kinds of things from live event. Like, example, this summer, I'm doing about 30 live events across North America. I just came from one on Friday in Silicon Valley. There was 300 moms that turned up and dads, and they were pumped to hear about how to get into Stanford. We just had about 6% of the world's Stanford emits in the early round through Crimson. And so the families are really curious about that process. And as you can imagine, Silicon Valley families are very tech savvy, so they like Crimson's data driven, technology first approach to college admissions, and it really matches their intensity in terms of the ambitions they have for their child as well.