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How are you going to get there? Are there any synergy goals involved etc. Well, there aren't any real cost synergies, Jeff, because number one, in a market as distinct as Australia is from where we are, we're not looking for the kind of synergies that we had when we combined Strayer and Capella.

There may very well be a number of revenue synergies associated with our technologies and some of our platforms and programs, but the real driver of significant accretion is we're taking excess capital, which is earning nothing on our balance sheet and employing it at rates of return relatively equal to what we have in our current business and when you do that math, you generate an awful lot of accretion.

All right. That makes sense. And finally one more before I jump back in the queue. Does this transaction impact that at all? Hey, Jeff.

I don't think so. We've been quite focused on cost management throughout the year. Good morning. This is Chris Howe sitting in for Alex.

Thank you for all the color that you've provided thus far. Diving a little bit deeper in regard to Strayer and also Capella. Can you provide some color as to the month-to-month cadence for sequentially what you saw for the respective institutions in regard to enrollments and specifically, corporate enrollments in regard to Strayer and how that impacted your results?

And following up on that, perhaps some additional color on what you're seeing so far and why [Phonetic] in regards to the month-to-month cadence?

One thing to note, Strayer and Capella operate on different academic calendars and that's a product of Capella University having monthly new student starts and Strayer only having quarterly new student starts.

So in any moment in time, Strayer is always enrolling students for their next quarter, a quarter ahead of Capella, which is why we were able to provide you with some visibility for the third quarter today because Strayer has already completed that whereas Capella is still very much in the early part of their third quarter enrollment.

I'd say broadly, we began to see some adverse impact on overall demand and by that I mean inquiries into the universities and applications for new student enrollment in the back half of the second quarter.

As I said in my comments, that's been more pronounced at Strayer, much less so at Capella. I can't provide any visibility on Capella's third quarter enrollment results because it's so early, other than to say, we see it being substantially better than what Strayer's was and it wouldn't be appropriate to comment beyond that for their third quarter because they are so early in the process.

And with respect to corporate enrollments, as has traditionally been the case when we've had periods of economic downturns, corporate affiliated enrollments are performing much better than the non-affiliate channel, although I don't have the specific number for the third quarter for Strayer with me today right now.

Okay and you mentioned a more pronounced impact for Strayer given the visibility. I just want to make sure I have it correct, new student enrollments for the upcoming quarter you said down, what was the number?

Just wanted to make sure I had that correct. And then my last question, just in regard to the acquisition, you mentioned that you've been tracking them along with half a dozen other global institutions.

Was this more of a reflection of this asset coming for sale. How is the current environment as these institutions, some of which may be more pandemically strained than others.

Are more institutions coming to market that are yet still of high quality that would fit the brand that you currently have? Well, we don't have anything -- Alex, this is Rob, we don't have anything that is immediately available that we know of and indeed the kinds of institutions that we keep our eye on, I mean like all institutions are affected by the worldwide pandemic and I think most importantly, the economic distress associated with that, but our view was the pandemic and COVID is a temporary phenomenon.

Academic quality, if you maintain it, is a permanent source of value. So we were not overly concerned about the short-term impact with regard to COVID and considered ourselves fortunate to be in a situation to get our hands on something that we've sort of lusted after and that it was available.

Hey guys, thanks for taking my questions. Can you provide with us, it seems like you outperformed your budget forecast. Can you provide us a little bit of color on maybe what some of the drivers were and then, secondly on that topic, what type of costs did you incur?

Were they significant with sort of the direct-to-consumer free Sophia offering in the quarter and also the 14 in structural teaching costs and how should we be thinking about those going forward?

Hey, Greg, this is Dan, I'll take the first one and then hand it over to Karl. On the performance relative to what we said last quarter, it was both on the revenue front and again driven primarily by slightly better enrollment and then better revenue per student and then more significantly on expense savings, which as I noted earlier were a lot driven by pandemic savings.

So we froze travel, events, and cut back on a lot of other areas leading into the pandemic, and then healthcare expenses, which of course, we don't directly control were a big part of it as our employees adapted to the kind of the lock down situations.

So those were the big drivers of it and I think moving forward, we're going to continue to manage cost as prudently as we can, but I think there is definitely an element of some timing on this as we hopefully return to some level of normalcy.

Yeah and with respect to incremental expenses for Sophia and our online enablement of other institutions. On the Sophia side, we added some headcount.

These are courses that eventually, provided you pass, can be transferred for credit. So we want to maintain a high level of academic integrity and so one of the roles that we have in Sophia are people that audit the course work on the part of the student.

We added some of those auditors, but these are a few hundred thousand dollars of incremental expense to Dan's point that was more than offset by savings in other areas and with the online training that we did, that was content that we had already created, so there was really no incremental expense associated with delivering that.

Thanks so much. In your prepared remarks, and forgive me, I don't have the exact wording, but I think you talked about the pandemic accelerating the plans to move Strayer to a fully online University.

I know you've been expanding your footprint. You may turn those centers into some of the learning centers like you have at Capella, but some more color on that would be great.

Yeah, sure, Jeff. It's important to note that back in March, we canceled all of Strayer's on-ground classes for the spring term.

They've been canceled for the summer term and they will be canceled for the fall term. So we just see this as an opportunity to move all of that instruction with a few exceptions in major metropolitan markets where we have a high percentage of international students on F1 visas and or VA students who need some on-ground flexibility.

We probably will continue to provide that in select markets. Other than that, it just makes sense to move where students' preferences have already been going over the last several years, which is fully online.

And Jeff, just one thing, this is Rob. So as those leases were rolling off, we were already incrementally taking advantage of a shrinking footprint [Technical Issues] cost savings that come from the fact that we just know we can accelerate that shrinking of the footprint.

Thanks for taking my question. I actually have two questions. The first one is seasonally a typical year Q3 starts for Strayer equal roughly what percentage of the total starts?

And then I have a follow-up after that. Hey, Randy, Karl, it's by far the lowest and on a discrete percentage of overall annual new students, Dan and I would have to get back to you on that.

We don't have that off the top of our head, but it clearly is seasonally the lowest cohort, smallest cohort.

Maybe it is a little less than that. Am I in the right ballpark there? Randy, I think you're probably in the right ballpark, but at this point, we haven't included any of that in our disclosure.

So I would say, your math is probably right based on what Laureate's saying. We don't have a lot to add at this point. Okay and the funding of this acquisition.

Is it -- are you going to use essentially all of your cash on the balance sheet or the majority of it? Randy, this is Rob. We're finalizing the financing plan.

It won't really be necessary for several months, obviously, it's probably, hopefully within six months we could get it closed, but we do have sufficient capital -- access to capital and we'll optimize it for the highest return on capital and all of our other obligations.

Okay, but as you pointed out, it's going to be highly accretive because the cash on the balance sheet currently is earning about nothing and borrowing money at this point is also close to nothing.

Okay, terrific. It sounds like a great deal and based on your -- on the result of the Capella acquisition, I would say shareholders ought to be pretty happy.

So, thank you. And I'm showing no further questions. I will now turn the call back over to Executive Chairman, Rob Silberman, for any closing remarks.

Thank you, operator and thank you ladies and gentlemen. We look forward to continuing to communicate with you.

If you have questions, please give us a call and we'll talk to you on our next scheduled earnings call in the third quarter. Investing Best Accounts.

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