Good afternoon, everyone. I'm quite happy to be here with all of you. Thank you for your participation and your availability to be here. I'm Karina Carreira, and I am Investors Director from Ânima. Before we start, I would like to introduce you to some information that we are going to address here. We might have information that are upfront, so we also have these. We would like you not to take these as the final scope for your decision-making process. As our agenda, Paula Harraca and Átila, our Financial Director. We will be talking about Ânima, who we are, our purpose, our objective, our commitments, and also our deliverables. Please, I'd like to ask you to come to the stage.
Our VP Strategy, Communication and Student, he's going to be talking about our strategy and our differential pillars, how we will be on the sustainable growth pathway. In order to have the details of these pillars, we also would like to invite to the stage Mônica Lopez. She's a Marketing VP and Commercial from Inspirali. Abílio Gomes, our Operations VP, Rogério Loureiro, our Expansion VP, and Reinaldo Gama, our Leader of Ânima Empresas.
[Foreign language]
Paula and Daniel Castanho, one of our founders and our current Administration Council Director, for the final remarks.
[Foreign language]
We have a time for questions and answers. For those of you who are here, we also have a side tour through the Communities Creators Academy. That is the very first academy for creators that we've chosen for this event today. Now I'd like to ask for Paula to come here.
[Foreign language]
Good afternoon.
[Foreign language]
Be very welcome.
[Foreign language]
Here, can you hear me well? Great. One year ago, this space here that we are did not exist. One year ago, we had the opportunity to share with all of you our strategy and what we were committing ourselves to do. Today, feeling very happy and pleasant, we are going to be able to share with you this pathway and this vision towards the future. I would like to invite you. You have this investor look, understanding the numbers, and you all have your screens. I would like you to please be very attentive, ear to ear, for you to feel eye to eye, for you to understand what is behind the numbers.
Because we are here introducing or reintroducing an Ânima that is increasingly growing, and perhaps it's a revolutionary moment respecting the technology of reinvolving and its strength, more major, and the many lessons learned with a very solid foundation, considering the growth that we are seeking for the future. Ânima was born with a very clear purpose and very genuine. It's about transforming Brazil through education. This is what makes us to stand up from our beds every day. All the educators who are here, they live this purpose. It's their DNA. It's a mission. It's something really deep. This is one of the things that called my attention the most when I've got to know Ânima.
It is really good to perceive, to see this purpose that is now tangible, considering a value proposition where Ânima challenged the educational system that was quality for the field and access to many people, but with not a lot of quality. Now we were able to create this impact ecosystem that now we are able to provide access to more than 400,000 dreams throughout Brazil. What makes an organization generate an impact, a value proposal, a high-performance level, this is doing in a sustainable manner and towards the society. Ânima's team started to study this through the maturity journey and found out that organizations that last long are those who seek for sustainability. Daniel, Maurício, and other partners group defined this principal standard.
Also, the leadership from Marcelo, for me, I asked this question, "What we can't change, Paula, it's about the principles." My main mission as the guardian is to assure the organizational coherence and how we deal with our choices. What makes it different in a short-term performance is to minimize the risks because it's a high-performance organization, considering the progress is a sustainable progress that maximizes its identity. This is what we do. This is really beautiful to see. The second principle that inspires us the most is having the student in the core and teachers as their biggest inspiration. Why? Because the magic starts there, considering education. This trustworthy relationship between students and teachers. Trust, perhaps, is the only asset that I need, that nobody's going to take this out from me. I'm going to have this embedded in myself.
It's about honoring my commitments and being coherent and take this as a high value. We are strengthening at Ânima that. For us, trust is about commitment, coherence, competency, and constancy. That is going to form our conviction. In such organization, when we have the strategies into convictions and the essence, this gets bigger and bigger. At Ânima, some years ago, we decided that it would not affect any healthcare professional because they understood that they would not have the chance to have a quality opportunity. Now it is different, the regulatory milestone, considering that old belief. Now it is different. It is about thinking about this learning experience that is now different. That is why how we built this ecosystem. It is not only an education ecosystem. Perhaps it is the largest impactful because every day we have 380,000 souls, dreams. How we took this?
This is according to our quality experience and more academic coherence and teacher Jairo and neuroscience connecting to the future professionals and also unite the tradition of institutions alongside with technology. We do this with their local accents and with brands aged 80. We have 900,000 years of presence in the Brazilian society. This is our legacy that we take care every single day. As the video showed, we want to give it back to the society, but also connecting the purpose. This is the biggest value generation that we deal with. What about these brands? It's more than that. Even considering the teams, what is behind? It's about this collective soul. It's about the soul, the lives, people. It's about people.
I think that you can see here, this is very powerful to see people who genuinely trust, people who think that this is the way on how they are going to create an impact towards society. These people here, they're naturally the ones that we guide. I lead Ânima, the executive team that is a top team. We also have a very strong commitment as we are in service for the educators and teachers. They are for the students. We invest in this relation. Essentially, the generation of Ânima is going to go through to potentialize this chain. This makes Ânima to be unique. Teachers, professors, and also things that happen outside the classroom is about when the students, they meet themselves and teachers, they make them feel awesome. They will be able to develop their competencies and evolve.
You can perceive that a diploma, it's only a certification, it's only something additional. It's about what we've defined in this very clear strategy, which is our soul. This nobody can copy.
Okay. We can leave Ânima, but the marks, the conviction, the true transformation happens here in this team, the team that's motivated for challenges. Their hunger to do best every day with a mindset of a student. The other day, I was listening to an interview with Messi. It was like an event with entrepreneurs. Since he was 38 years old, the interviewer asked him, Leo said, "Whenever you play a match, do you think this is going to be your last one?" He said with his greatness, saying, "I play every match like it's my first." This is what I'm talking about, the mindset of a student. It doesn't matter which class you're in, it has to be unique.
My mother, when she was 50 years old, she said a very beautiful phrase saying, "There are two sacred moments: when you open the door to the classroom and when you close it. You have to guarantee that you deliver everything." That is what we do class by class every day. This is a clear strategy. We have an ambition to double Ânima with financial discipline. These are the muscles we've been training for our growth in a very healthy way and with a method with academic excellence, with innovation, technology, improving our service for our students. We have awards for our service, employees, and we want to tangibilize our strategies. Last year, we had these five pillars. Today, we'll be following up on these pillars.
Today, like we showed our results, our earnings, we are going to show you real images, no AI, of Ânima, of what happened last year. 2023 was a year of deliveries. Success for any company depends on a cohesive team. We've worked this year. My team is here. We've worked deeply with our confidence. I am crazy about high-performance teams and building confidence in a team that had just met each other in a few days, a few months, was an exercise that was very important, very deep, very necessary to build the fundament of this movement you are watching. For me, it's a revolutionary movement, which is silent and subtle, but it's clear. It talks openly about all problems, all challenges of everything we've been seeing and is able to bring the cadence nationally to deliver what we've promised.
What I look at carefully, looking at our executive team, is the customer focus because our success is basically happy, satisfied customers that had their lives transformed by Ânima. Because we'll be having mouth-to-mouth, we'll have reputation. It's the basis of everything. We have been seeing a twisting, a turning point when we can see improvement in our service, in our product, educational experience improvement, Marona Caring in technology, bringing AI to make this relationship between professors and students more powerful. We have turned the tables. We're able to recover. I think Fuji is over here. Our permanence manager, our permanence was amazing. This is the result of this focus on what is essential to us and new avenues and creation of future that is also part of our strategy. You'll be seeing more details on that on the next leadership speeches.
To wrap up this moment, you noticed in the first video, it was more like an Erika, right, Daniel? Because he said that the culinary team, tourism in Anhembi Morumbi, were one of the first in Brazil. For many years, every professional in culinary were out of Anhembi Morumbi. This is how we know that we generate impact. It is impossible that you do not know a person that has not been impacted by Ânima. We thought Brazil goes through this place, goes through Ânima. This is not an ecosystem. If you have any problems in a psychological problem, you will go to a psychologist. Here is an ecosystem. Being there brought us a responsibility because we have the future of education in our hands, and we want to co-create together with this.
We know we have one or maybe the main education element of our society, and we are committed, and we are confident, and we are very much willing to make this transformation happen more and more. Finally, I just want to do another important analogy. I love cars. I love driving. We had Formula 1 last week, I think, in Interlagos. We are there, pit stop, and we have the whole idea. I love speed. I think what the most important thing is this first lap, I think it was agile. This second is going to be faster. What's the most important element for us to be more confident to speed up? It's our brakes. The brakes are not used to stop. It's for speeding up. Have you ever speed up without knowing you have a, without a brake? No, you haven't.
Here, Átila, my co-pilot, our Financial Director, because he's here and he says, "Yeah, Paula, you can go for the go." Here, my co-pilot, it's your floor now. This is your audience.
Thank you, Paula. [Foreign language] thank you very much for your presence. We've shared together the daily battles and said with Daniel's inspiration, saying that no one has, everybody has been impacted by Ânima. I remember when my oldest son, Gabriel, was at school, his teacher, Victorious, looked at me and said, "Átila, you signed my diploma. Thank you." I thought, "Yeah, my son is in good hands." I think that's it. Our children study at our schools, and with the teachers, we educate. I think it's important, and I think you're tired of seeing these numbers, but I think there are some qualitative important data that you should see. First, the quality of the revenue.
Even with all of these that Paula said, we stop offering health digital courses because we do not believe in their quality. Making choices in quality instead of volume. We have seen resilience in our revenue. It goes up. Sometimes people do not have the dimension of how our business is a business of recurrence revenue. These we have medicine, we have vet courses. These students choose to pay more than others, and these people are different. This is shown in the resilience of our revenue. This is powerful, the quality of our revenue. Like Paula said, and by the hands of everyone you will be seeing speaking today, it is translated into results and earnings, cash flow generation, more efficient company where we choose where to place our resources, the hard-earned money from our students. I think this as the reality.
It's hard to pay the tuition, so it has to be hard for us to spend the money. We had a growth of 60% since the last 12 months from September to September. Year over year, each report we have the famous chart we call Botafogo chart. We can see 60% Adjusted EBITDA. This translates into cash flow generation. We like to say, right, Paula? We changed, integrate the efforts these people had that we could unite the precursors of Ânima Hilarity through years under Marcelo's leadership, where we have been through a lot. Marcelo integrating Laureate, Unit 2, Unit FG, Unit Curitiba, Unit Ledgers. We went through COVID. After this period, we stopped conjugating, integrate to delivering. We have now cash generation. This is very simple calculation. The variation of net debt, EBITDA less CapEx, and this just does not have dividends and acquisition.
This is pretty easy. There is no mistake. We have BRL 265 million in 2024, and in 2025, BRL 219 million. We got the interest rate in Brazil of 15%, which was quite a toll. If it was not for this number, we would probably go to BRL 290 million. Right, Paula, we made BRL 35 million more in CapEx investing in quality, new businesses. This, for example, is a very robust company. The resilient revenue focus on using well the students' money associated to cash discipline makes us a solid company. This solidity, Paula, I like to refer to you as our leader, makes it possible for all educators to be able to look ahead and dream high because we are leveraging. We went from 4x leveraging to 2.4 in the last semester, organically getting efficiency, generating cash, making investments, improving quality, and implementing the new.
This company you'll be seeing more about this afternoon. The solidity of these results makes sure that our company speeds up. The people that will come to us from now on can speed up and move the needle in the straight or during the curves. Because when we need, we can brake. We can stop. Now, Bernardo, our responsible for strategy.
Good afternoon, everyone. For those of you who don't know me, I'm Bernardo, and I'm the Vice President of Strategy and Communication considering the students' journey. Today, I'm going to be approaching the overview of our strategy, and then my colleagues, Abílio, Mônica, Rogério, who will be detailing all the advances, all the results. We will also be showing you the numbers that we were able to achieve throughout these strategies.
Paula already mentioned our strategy just kept the same, being centered on the five pillars. Our strategy is not worth it if we do not have discipline and execution. Last year, I was at Biotechnica, Ânima, Anhembi Morumbi, and we have committed ourselves to have discipline towards this strategy. This is what we did. We now have this whole governance system that monthly and every 15 days, all of our businesses follow up this strategy and the discussion that we are going to see the results coming from. Second is that you need focus. One of the things that we did was to look to our strategy and know the importance of what we need to accelerate because there were some bets that perhaps we did not need to do this or that, and we would not have impact. This is what we did.
We then calibrated with the leadership group in order to accelerate some of the things that we believe that is going to take us to this growth. We did this and reassuring some commitments, and some of them, Paula already mentioned. The first one and perhaps the most important one is that we are all here to serve students. Students are the most important asset for us. We want them to leave the best, to have memorable moments during school, university, that's something that goes beyond the education. That is whether they are working in an organization or developing their own business. It's about being ready and knowing that their education is for their lifetime. You are not able to do this if you don't have our specialized team of professors and teachers.
Abílio and also the work, fantastic work that Jen is mentioning and Karina already said, is to potentialize our teachers. Then we will be able to have our students more active. The second commitment that is unnegotiable is we need to use the pillars. We have been doing many things that Abílio, Rogério, they will show you that we use AI. This is also forward to deliver high-quality educational program and IARA. Also, to make easier the teachers' lives so that they will be able to prepare their classes in a better way. Our commitment with efficiency, the care, the trust. It is about trustworthy for us to deliver a high-quality education. Átila also mentioned the CapEx and also investments considering the education, instruction of teachers, entrepreneurship of students.
So many things come from us and also for to generate cash flow for stakeholders and investing in our students and the teachers. So these are our commitments unnegotiable. What can we accelerate even more? Growing the core, we oftentimes look to the brands with more care. Last year, we were taking into consideration the power to the edge. Power to the edge is pretty important. We were able to do campaigns per brand, and now we are going beyond. In Ânima, Anhembi Morumbi, now we see the strengths considering certain graduations: Ânima, Anhembi Morumbi, UNP, Unit 2, and BMR. We deep dive quite a lot, and we know the strategy of each of these brands that we interpret this as mini organizations that performed in their business.
The second thing that we are betting is the experience, the customer access, the customer experience, the student experience. It's not only about experience, but what they truly live, what they truly live. That goes beyond studies. Every time that I ask you here, what do you remember about the college? You have travels. You have also the HSM. I'm sure that you are going to take these examples forever, but it's also about an initiative to invest in the startup of students. I had the opportunity to participate in both sessions, and I'm pretty sure that you are going to remember this. It's about the student experience. It's pretty relevant. It's about being at the campus. It's about human exchange and so on, human sharing. Rogério and Reinaldo will also be talking about the expansion, and we are betting a lot on this.
It is really important for us. We believe that this is an opportunity for us. We believe since the past, the hybrid teaching and educational program. It's not only the graduation, but it's a lifelong learning. Last year, we've updated these numbers, and we know that most part of students in Brazil are for post-graduation, and we have this growth, this space to growth. Reinaldo will also be approaching this as such a way that is going to be wider. Although we have this space, as Paula mentioned, we didn't have this space last year, but it's a symbol of our strategy that we are advancing, and we've got our deliveries. Abílio is going to be touching. The most essential is the whole transformation that is happening in our academic world.
We are evolving in order to have a better competency of our students, learning process that students will be able to know their competencies and to evolve their competencies so they will be even more ready. We also evolved since last year in this academic world. This is pretty relevant, and Abílio is going to be mentioning about this. As we also mentioned, efficiency, unnegotiable, we will keep on this, achieving a better outcome and delivering the product to students and the performance experience. Mônica is also going to be talking about these memorable experiences that the students, they have considering this inspiring experience. We will be expanding the courses for our infrastructure. We are pretty confident considering our growth. Besides what we've built and what we've developed in the last 18 months, we still have some facts about expansion.
We will keep growing per differentiation and expansion, as I've mentioned, and new businesses. Abílio, okay, now Mônica.
Good afternoon, everyone. It's a pleasure to be here representing Inspirali. I have about one year there. And like Paula, I'm not in this industry, and I have my career in technology and goods. I was in Nestlé, BIC, WellHub, and recently I was in sustainability marketing at Nespresso. It is an honor and a pleasure to be here with this team and experience medicine and education that has a higher impact in society and even in the world. It's a pleasure to be here today. Thank you for the invitation. For those of you who don't know, Inspirali is an education platform with presence in the whole medical educational journey from undergraduate course to preparation to residence and actual graduation. We have strong brands.
We are in relevant locations in grants, in large centers, and we have focus in quality. We have brands that are referenced in quality of education. We have 15 schools, 13 have grade 5 in the Ministry of Education, and the other are being considered. Today, we have about 12,000 students and about 2,000 annual spots being authorized by the Ministry of Education. We have been allowing access to our students from the fourth to sixth to the platform so they can prepare to NMED exam. We have got a very high engaging level. 82% of the students of medicine worked in the EMR platform worked. We are very satisfied. In continued medical education, we are growing. We have two new units, one in the medical center in São Paulo and another one in Recife. We have very strong numbers for continued education in medicine.
We have more than 60 courses. We have a net revenue growth of over 51%, over 4,000 students. As in undergraduation, in graduation, we have a focus in practice. Today, we have about 20,000 consultations to the population in partnership to the universal healthcare of Brazil. The students can educate and can capacitate themselves and can learn. In Inspirali, we have the desire to be at the avant-garde of medical education so we can create attributes with high level. We can sustain our price strategy and the occupation in our classroom. We have three main pillars. The first one is technology and infrastructure. We use these products to improve execution of our active methodologies and also to execute student mobility in our HEI. Probably the students may not be able to start the journey with us.
They can start in Bahia, the Bahia State, for example, and then continue in São Paulo in another universe and being Inspirali students. We are the only company who can do that because we have 15 schools in completely different areas, but within large centers and also in cities in the inside of Brazil. Recently, we had an agreement with the University of Victoria for English teaching specifically because medical literature is published mainly in English. We have partnership with courses that prepare students to perform the resident exams in the United States. We invest in internationalization. We have a dedicated structure of operations that is dedicated to the campuses and practices. Today, we have over 1,000 campuses. We have many partnerships. Some of them, for example, in São Paulo, we have the Hospital Beneficência Portuguesa. In Salvador, we have Irmã Dulce Hospital.
We also have a national partnership with Hospital das Clínicas, where the student has the opportunity to experience the largest hospital in Latin America, and they can use it as their camp of practice. This year, we renovated our simulation park. We are very proud of it. It is the largest, not only one park, which is the largest one in Latin America. We updated all of these simulation parks. Now, in meaningful learning in practice, we are talking about methodologies and themes. This year, we improved our current course teaching plan so it could be more efficient. I think most of you know that on September 30, new national education guidelines for medicine were published. We have been working for 2026. You can ask how the guidelines just went out, and we have a proposal to be implemented in February.
It's because we've been working in improving the guidelines constantly. We've been researching the trends in medicine and medical teaching. Our academic area wrote an article about trends in medicine that will be published in the magazine, in the journal with most relevance in medical education in the world. We've been with this work of researching trends, reinforcing our positioning in our teaching plan. We look for the balance between humanization, scientific competence, and social responsibility. That's why in February, we will be implementing our 2026 guideline. We have the interdependence and integrality pillar, which shows our integral vision because we believe in this as an approach that is more modern of medicine. We see the individual in many ways, in many dimensions, the physical, mental, social, spiritual dimensions, and connected to us and to the planet. We think that everything's connected.
This vision guides us in our teaching plan, in our abilities, our knowledge, assisted practice from the beginning of the course in universal healthcare context, and guides us into a more humane medicine. This humanization is transformed into travessia humanitaria or humanitary crossing, where students will not learn in the classroom. This is what we want to bring out in the students. This started in 2021, completely integrated to the academic curriculum, and has become a big differential to our course. The impact is very relevant, not only because the medicine students are participating, but because our other students in the health core courses are there experiencing this experience. The first one is CIS, which are clinics attached to the schools with outpatient consultation and surgeries, which is completely for universal healthcare. We have about 250,000 care consultations.
There are cities where we are responsible for 80% of secondary healthcare of the city and the surroundings of the city. The second are humanitarian actions. All schools have a voluntary center where these actions are organized by the committee. The idea is to talk to people in vulnerability situations, and they need assistance. These volunteers and these committees will organize themselves and will seek these people and offer care. We had about 12,000 care, and sometimes we even zero the lines waiting for healthcare as universal healthcare. We also have international, national, humanitarian missions in gaps in care. We take students and professors, not only in medicine, but in other healthcare areas where the people do not have access to health or have little access to health. We complement healthcare at this place. We have already almost 40,000 healthcare consultations up to now.
Last, we have Health Village. It is a fixed structure that will offer permanent healthcare to the population in the city of Tucuruí and surroundings. It will also offer consultations and care via river. They will also offer telelearning to the leaders and to the health leaders of the region. With this, we have the conviction that the student will learn not only from technology or modernization of medical education, but also from practices that humanize and they experience situations that transform them. We have an impact of 300,000 consultations a year. We are talking about 12,000 students that impact 300,000 people. We are not just graduating exceptionally technical students. I have now the comment of a student to demonstrate that we have the intention not only to attract vocational doctors, but also people who want to make a difference in the society and be transformation agents.
Thank you very much. Every day after school, I went to the hospital to stay with him. That was when it was clear for me. I decided I'm going to be a doctor. I thought, "What kind of doctor do I want to be?" More than know the body, organs, and treatment, I wanted to understand the humans better, the person behind the disease. That's it. I want to go to a place that taught me the medicine of people, society, and the planet, because after all, everything is connected.
A place where I could learn everything in practice from the beginning and seeing from close how the healthcare in our country and world works, where I have access to technological innovation and how to put them in service to the needs of the most humane needs, where I could develop abilities beyond technical knowledge and beyond teaching methods that are more advanced. I would be with people, be prepared, and trust my role and lead my years in university with all the intensity I could. I could be prepared in the best hospitals in my region and be with the professors that share this worldview that I want to build. I found this place. This place is Medicine by Inspirali. Abílio.
Abílio, it's your turn.
[Foreign language]
Good afternoon, everyone.
[Foreign language]
It's good to be here.
[Foreign language]
It is really good to be here.
[Foreign language]
For us to tell this story every year. Last year, I am seeing some colleagues who were here last year, and we have talked to quite a lot. Some of you took the book and said, "Are you excited for last year?" Yes. I am excited every single day. Tenho mais de 30 anos de carreira. I have more than 30 years of professional career managing people, processes, businesses. I was meant to create results, provide results. I get to Ânima, I know these crazy guys here, and they ask, "What is your heart telling you about?" My first reaction was that today I just listened to my heart. I am very proud of you. My essence has been Ânima throughout my life.
There was this moment, this certain moment to see you. If you close your eyes, the cell is going to explode. There is a lot of information here. We can have the number that we would like to, but when the purpose is behind all of that. In addition to all that I am going to share here, review it, it is important to say that this is fucking awesome. We are big.
[Foreign language]
It is big, right?
[Foreign language]
Talking about differentiation is easy, right?
[Foreign language]
There is only differentiation and revolution, as Paula mentioned. Those who are different. We are all different here. We think differently. One of our principles is that results are not the end, and they are not the same.
We do not talk just paying attention to the last line of an outcome. Paula mentioned it is about looking beyond our look. It is this feeling. There is no other place. We have the sacred Jesus heart, and this is all about. Obviously, if Excel is able to capture this, then this cell becomes bigger. There are a lot of things that we can do here, but again, differentiation is what we do. Each one of you here is invited to participate. All of our meetings, we have a teacher with a purpose, with a focus, because we know that this is going to generate the result that we would like to have with the best result possible. It is an endless possibility pathway. When we talk about, and Paula mentioned about trust, Átila mentioned about this whole pathway and everything that we have introduced.
Bernardo talked about constancy and coherence, considering last year.
[Foreign language]
W e've been posting a lot and high-tech technology. Humanity. High-tech. Humanity, the technologies, chaos. And humanization on a daily basis, it gets closer to students and teachers. We also have a humanity lab for contact. This is when we tell you about investing in Ânima, when we have this comparison. Actually, you don't even need to compare us with others. We are unique. We just do the way we do. Spend only one day with us, with this experience, because this is an intense journey, but it's exciting. We do with a purpose, with our heart. Nothing that we do, and oftentimes we spend 15 hours, and never in my whole life, I always wanted to work on Mondays. I always thought that Mondays are very good.
Every impact, every process in order to improve this process and to value these lives is about 400,000 students. I'm part of this family. Can you see this picture? This evolution did not start now. It is not the powered ad of this year. It started back then in March 2003. When someone thought that three young adults would transform, they had a plan, right? Twenty-one years ago, we can see now what they did, because they did with their eyes closed. You need to connect with them. Everybody is here. It is about our hearts involved, our purpose. Ânima, for many times, they thought, "These guys are crazy," and they never waived quality. In this journey that I have been through, I was asked if I was embracing, hugging the trees. Yes, of course, because the energy is there. They have got the energy.
That is why every day here from Ânima, I am this. I'm just this good energy, this genuine energy, because this is a fucking good place to be. What we do here generates good stuff. You might be thinking that I'm not going to mention numbers, but I am already mentioning numbers. We have talked about the pothead, the strategy to look locally, tangerine, tangerine, bergamota, and mexerica are the same. The local accent, it works. Bernardo said that we had a strategy and everything that we do is to have this local strength, this local decision. Today we have 74 operations and brands, and each one has a professional with a focus, with a technology and strategy. That is why it is high-tech, high-touch. At the end of the day, we have differences.
We have different pathways according to the reality, to the brand, the campus, the area. This is quite powerful. This has been working well. I'm going to show you the LP, our brand from Rio Grande do Norte, that had a very good growth. A very good spoiling. All of our brands, they grew, the revenue, the strategy worked, the potluck is working. The LP has a characteristic brand in the interior. It grew and with more volume and a capital, more ticket. It is a local strategy, the portfolio, social, economic, considering what we had. This is quite important, but we only do this with a presence. I travel every week with a pleasure. I need to visit each of the 74 units because my presence is about the ecosystem. It brings the presence of the ecosystem.
It's the empowerment, the consistency, and the essential ecosystem. This is what I talk about, the decentralized innovation. We are improving campus to campus, not only brand to brand. LP is an example of this result that we are going to see soon. All of our steps here, technology, humanity, everything that we do, since the beginning of the journey, is to follow students even before they become a student in our process. They will turn into students, and they will just kick off on this journey to become students with performance, with experience, this whole process. It is endless. It is the horizon. The horizon is not where we are going to get. It is endless. We never stop. We never stop one single second.
[Foreign language]
I am talking with you here.
Every day with my team, my heart beats fast, faster. The pulse is to fill with our eyes closed what our heart is saying. It is about this emotional part. Results come from this. It is the passion, loving what you do. This is what we see every day. This brings results. You have seen these results. Átila showed here on Excel. You will see this even more. It comes, but we do not see it. Our challenge is the journey. Today I am on a journey. When I see here my peers, Daniel said, "Look at the one who is by your side." I think that perhaps this person is going to be your partner. Today I say, "I would be your partner." It is not only looking for the future. It is about who is beside you. This is quite nice.
I had a song for my team, for the guys. The song. I admire my team here. Local strategy and this enrollment. We needed to see this with a lot of technology, high-tech, state-of-the-art technology, artificial intelligence. It is a process that is scaled because we are taking into consideration a very potent attraction. That is why we need to bring this inside. We have brought a lot of technology. We evolved considering the leads. We have the conversion to 2.6 more for the conversion. This is with state-of-the-art technology. Last year you visited Casa Amo, and it is important to talk about because it is a place that is not only about sales, enrollment, and because students, they need, it is about their willpower to be here, willingness to be here. It is a different experience where students they go through.
This experience we want to take considering our realities. I'm going to give you a spoiler. Casa Amo in Paulista, a place where you will be able to, for the student to look at the mirror, and they will have a view of the career that they would fit in. It is about having the students and following up with them with Casa Amo. We like to have numbers, 14% of the Casa Amo courses. This is quite potent. It is very powerful. There is also the technology scales and humanity gets closer. Every time that we take students to the campus, it gets more powerful. How can you do that in this scale? It is about the journey. Last year we brought, this year 40,000 high school students. We got very surprising. They did not know that universities are like that.
They didn't even have a clue. It's about the basic education students. University is not a place that you only go to hang out. You see that many moments and many things happened outside the learning area. It's about the networking, sharing. This is what we say that transforms. Paula mentioned someone else would have their life impacted through Ânima or taking your kid to the college. For me, it's about the two people that are very important in my life.
He's a great investment analyst, but he also learned to do it with the heart. His spreadsheets have heart because where he is, he was taught to do so. There's him and my wife. They have my diploma signed by me here in this. Pretty cool. Are you feeling what I'm feeling? No, you're not ready. But I am.
I'm feeling very emotional to be here because I make my day like this. I take this to my team, to my peers. I'm holding myself back because I have one peer here out of all of you. We have this exchange through our eyes. Whenever I say something, I can see his eyes glitter, which is Rosseto. Rosseto, specifically, is a man who makes things happen. I will talk about how powerful he is. He does it in such a low-profile way, such a silent way. Man, you're amazing. Thank you for your emotions. In this process of technology throughout the process, we spoke about some numbers. 10% of registrations are made with AI without human intervention. This process connected when we take it to the edge and we do this movement of taking the student to the enchantment process. It's great.
This is a first step of potentializing for 2026. Elite qualifier with twice more conversions, reduction in 75%, and in the time for transfer analysis. For those students that are studying somewhere else and want to come study with us. This number is powerful. I want to say that things that are happening in our ecosystem started with mouth-to-mouth of viralized thing for people who are still blind to be here. Things are going too fast. Maybe we will not have enough buildings to hold these people, but we will be doing this step by step. In this screen, we have an infographic with some important parts. I would like to thank specifically by this work by my friend Bruno, our Technology and Digital Transformation VP. He has been helping us with everything on technology, AI. It is either Bruno or Jelis. They have their powerful.
They have the idea of scaling, of talking the local language. When we talk about volume and we needed scaling, we need a roots process. 70% of the process is completely frictionless. This is a revolution. 70%, the whole process from the students showing interest, documentation, IDs, paying, we can do through WhatsApp. We went streamlined. What is important for us, this process, contract, registration, payment, this was set up and we improved in 70%, in 6% of conversion. We have the potential when we help our customer support with AI as well to speed up, to accelerate how we help our people. We have high tech, high touch. We do the same speed from registration to campus. In the campus, we have a huge potential for conversion. We also have the attraction journey, the conversion journey, the enchantment journey, everything with technology.
We have onboarding. This is a fantastic job we've been doing. We've actually been doing this thing of embracing the student from the first day of the registration. We do this technology and humanity, high tech, high touch. Embracing the students with all stakeholders from older students, professors, all the onboarding, VPs, all areas. Act to make sure that the student feel embraced. We have a 100% data-driven process. We know students when they talk to us, we know who they are and where they're coming from. It's completely customized. We are using information that comes from the exam ENEM, and it feeds us with data, and we make it more customized. We have 400,000 students being more and more customized. We started this onboarding. We have older students helping with human life focus in all our onboardings.
We have an eye-to-eye conversation with the students saying, "Whatever you ask, we are doing." We have evaluations for satisfaction of the students, making sure that we delivered what they wanted. Sometimes we deliver things that they did not know what I asked for. That goes beyond. We have this. We believe that possible we do right now, and impossible will take a little longer. We have NPS system implemented, and predictive NPS is being developed that goes beyond NPS indicator. We want to follow up satisfaction to change the mindset. We change our mindset quicker when we understand that the student is making a request that we have not noticed yet. It is impossible to see everything, but this is our way to make sure our heart sees everything. Our dream is to make sure that at every class, the student gives us feedback.
I'm talking to when I talk about onboarding, I'm talking about satisfaction. The classroom is unforgettable. We have less and less friction in interpretation and to avoid the communication want to reach the student. This is academic evolution. It's important to say we've been doing a shift when we're looking into education and future of education. We have a change in behavior, these generations, challenges, not only in professional area, but also as citizens. We have to follow up. We have to catch up, actually. What we've been bringing as far as technology and AI to gain scale, speed in analysis and in university, making a difference in a customized path. While we have IARA, our AI agent, she's caring. She's powerful. She's amazing. She's an AI agent with very thorough. They offer support to the students in all dimensions.
When the student makes an exam and gets a feedback, they will not only receive the feedback from the test, but also it will be connected with the entry assessment from NM and IARA, showing that his grade could have been better because of the way that this person is studying. We are talking about the data or teaching ways. It's not only about the way I teach. It's about the way I learn. And the way I learn is customized, is individualized. It's like thinking that in my is knowing that each person may take the same path, but each one will take their time. They will take their own backpack they can carry. This is the personalized path.
That is our model that uses a lot of neuroscience connected with our courses in Florianópolis, help us look into different forms of learning and how we take care of these students instead of how I teach. Today, we have 750 curricular units with IARA. We have IARA skills assessment, like I mentioned. It is not just about grades. It is about the students' behavior, what they are going through by messages. It is a complete competence feedback. We also have practical life. We have practice and theory. Over 170,000 students in practices in over 1,000 companies living in experienced practice, seeing the career they choose in the beginning of the course. If they want to change the course, they can do so. Reduction in the time of production and the cost of productions is 30%-50% with a lot of technology and AI.
It's not removing the protagonism of the professor. It's removing the professor from things that do not make sense to them. The moment of truth for the professor is when they are with their students. They do not need to spend time, to waste time correcting exams. We do that for them. High tech, high touch. With these challenges and with this proposal, in this year, we have an assessment by the Ministry of Education in Brazil. We got five, the highest grade, because nobody is doing what we are doing. Professors, we are investing in taking care of them. We had an increase in research. We have 29 projects sent to nine organs. We have over 4,000 hours in continuous education. We have strict sensor fellowships, 83% of professor engagement. These are teachers participating in our curriculum, in our plannings.
We also have the professor hub used by 52% of our professor base. They're engaging. They're participating. They're using our technology to their favor. Over 2,500 materials produced using IARA. AI helps the professor produce with their name for them with their knowledge. We are not removing their power or their name. 600,000 corrections with the help of AI as well, putting the power where it needs to be put. Following up on the student's journey, we have attraction, registration, onboarding, academic journey. Out of the classroom, they are a customer. We have to improve the support, the service. We have this discreet, this quiet man here, Rodrigo Rosseto. We have average time of waiting 74% quicker. We have a lot of intelligent, but we also have a lot of hearts beating in Rosseto's team. We have quicker support.
We can see that in our dashboard showing that we're doing everything we can to take care of our students, and making them wait makes no sense, right? We say to them, "We want the students to not look for us because our journey has to be streamlined." Assessment of good and great. There is an improvement of 25% compared to last year. In this journey, it was an incredible leap. 70% of solutions in the first contact. Check out these improvements that the students talk to me once, and I'm able to solve at the first time I talk to them. Before reaching 100%, our idea is to make this journey streamlined and that the student does not need to talk to us, that they can do everything by themselves. I mentioned that there are things that work that generate outcomes.
We talked, for example, when the students go to the campus. When we are able to make the student go in person, our pioneer brand, Una, it's hard for the student to go to the campus and convert because they don't necessarily move around. When I have this movement of converting students through telephone, Una Capital, this is 15% in the capital. In the insides, it's 60% because we are able to take the people into the campus because sometimes the campus is part of the city. We have a campus in the state of Bahia next to Sergipe. Some of you, it's a city called Maripiranga. The only theater is there. The gym is there. Everything is in that city. Everything's connected there. The conversion in Maripiranga is completely there. When the student steps in the campus, converts.
Everybody, the mayor, the owner of the store has been graduated in our college. Next investment, they will be doing Maripiranga, and you'll be feeling what it is to transform Brazil through education with a real case. We do this power to the edge journey. We're talking about we have this PDCA. This is our plan. Do check. Right. Our P is presence. Our D is discipline. Our C is care. The C is check, right? This is the moment we take care. When we go through this journey of looking at results, we're not looking only at EBITDA and revenue. We're looking and saying we're connecting with more revenue, with better things for the students, what I'm doing for the professors when we look at our P&L. When we speed up, we are going to front.
It's like when you go backwards, you turn off the sound, you pay attention, you are completely present. You cannot lose the presence of the place where you are. When we drive, we should be with the same presence as when we drive backwards. With all this, we take a look at the satisfaction of professors and employees and students in this journey. We are talking about results. Still, we connect with the students the next day because it's no use generating numbers, P&L. If the next day the student is not satisfied, doesn't connect to the course, if I don't have the best students to the market. It's important that 80% of our students are already working in their area, which means that we direct them to their actual areas of work. Everything here is an opportunity.
If we have any problems, we look into these problems as any challenge and any opportunity that we need to do. We can be different. We have quality. A lot of people did not want to do 100% distance learning, and people wanted to kill us. We needed a lot more Ânima in this country and really needed a lot more people that were powerful as this team, my colleagues in this journey.
The future started for us back in 2003, but the world is connecting of what we have worked thinking about back in 2003. I put myself into 2003, and I was connected with all of you at that time. We are now talking about the innovation, human connection, and this very clear purpose of our journey. This is going to be for our journey. You can close your eyes and excel.
You will see the number without you typing. You see the cell pulling.
[Foreign language]
[Foreign language]
I've just showed what we are doing is different, and of course, at the end of the day.
[Foreign language]
You just might be wondering, where are you taking us?
The numbers of this year, in all the quarter meetings, and where we are reaching. We are growing, we are increasing our revenues, increasing our brands, and as I have mentioned about this, and three examples of NPS and the turnarounds that we had in these short terms. In Anhembi Morumbi, 47% NPS. Uninorte de Tefé e de Sal, 80%. 50% NPS. One brand of each region. The NPS is growing because it is a work that is strong. Looking at the students, because if we miss out discipline, considering costs and the operation on a daily basis, it is not only about cost, but our profits, all the indicators, qualitative indicators, we are on the right pathway. My final remark is what we are doing is a revolution. Just get on board with us, and you will fly high with us. This is really strong.
Thank you very much.
[Foreign language]
Now we have a break.
[Foreign language]
When we come back, it's about what we are creating as more additions. Okay? You say, wow, see you soon.
[Foreign language]
It's going to be 10 minutes break, and then we will return.
[Foreign language]
[Foreign language]
OK, acting in different areas. I've been in innovation, in distance learning, in the idea of changing strategy back then, and until last year I was in operations. From second semester on, I'm in the expansion process challenge. Like Abílio mentioned, we have some numbers.
You probably want some numbers to write in your spreadsheets, but I'm talking more about other things. Like my colleagues mentioned, it becomes easy. Expansion becomes easy when you have a quality DNA. We are talking about this a little bit and why we wrote DNA in here, because this is intrinsic. It's within us. It's not something that has been developed. We were born with it. It's easier to act in this way. To remind you, and I know you follow the market, this is the chart you see frequently. This is the 2024 census, and we have new entrants, especially for distance and in-person learning. This process from 2013 to 2024. Why am I showing this? Because this has changed. This dynamic in the industry has changed already. Why has it changed?
First, because blended learning is not a future, it's a reality. Blended learning has risen about 20%, and it's important to check that in the southeastern region, in Brazil, it has a larger increase and has a lot to do with our strategy and our positioning. The first point that has changed is this. The second one is that although many people in the market are talking about new regulatory milestones of the distance learning, it's actually the new regulatory milestone of education. He didn't propose changes in quality for distance learning. It has brought relevance for education as a whole. What does he mean? There are four main points I'd like to highlight. The milestone created the blended modality that didn't exist.
Let me remind you, the last year at Anhembi Morumbi stage, I was talking that milestone was arriving in May, and it was effective in September, two months ago, all right? It created officially the blended model. This milestone prioritizes quality. It focuses on improving learnings and what's important, because this is the basis of our growth strategy, and also it segments portfolio. It puts portfolio in specific modalities. Another thing, and I think I heard this about 10x today, valuing the professor. We mentioned this last year, and it seemed like we were writing those milestones. Everything Abílio said here, Paula said, Marco described, actually, the framework described. Just as an example, for those who are not so up to date, we created a blended modality. There are some courses that can only be offered in blended or in person, so this is important.
There are some courses that can only be in person, like nursing, and that means removing courses from online learning, from distance learning. So removing courses from this portfolio. This topic is relevant, and why did I mention the education framework? Because we are being more relevant in all modalities. All modalities are needing more in-person situations, and these changes from, if you consider a study by ABED, will reconfigurate four million registrations that will migrate from modality. Keep being kept, keeping in-person learning as very relevant, but there's another relevant detail. This reconfiguration is not steady. It's not linear. When we look into the cities, over 5,500 cities and municipalities in Brazil, in large cities, in capitals, you can see that this model is better accommodated because of the viability in the same way that we had a lot of distance learning models in smaller towns.
Blended learning has another configuration. Where is this market? Especially where we are at. Especially where we are at, I'd like to say. When I said right on the stage last year that we were prepared, why did I say that? For this framework. This competition, this market, and Abílio said about Power to the Edge, it happens in the local market, not as much in the national market. In-person model may see a bigger force in the local market, and the Power to the Edge of the brand is much more relevant in this kind of market. We did not do that because of the framework. We did it because we believe in it. The framework came and just set it. Our structure was done. In-person learning is not something that we have been defending right now.
We've been talking about it for a while, and I don't need to reinforce how much we value quality in learning and the academic evolutions we had, and the journeys arrived to improve, make us even better to act, because we have quality with efficiency. In general, it's basically when we say we are prepared. There's a fact. We were prepared when we had this milestone. It was 2018, seven years ago. Probably you were not even graduated, right, by the age of you, I think? This interview was Daniel mentioning that we wanted a hybrid model in 2018. He was considered insane. It was a model that wasn't even distance learning or in-person learning. In 2020, another article that was published talking about the quality of blended learning. We had numbers. We had figures in 2020 already.
A lot of people say, "Okay, we are prepared." Yes, we've been prepared for a long time. When I came here, we were already prepared. This is nothing new. Nothing we started saying now. We did not stop just at that. We wanted to do more. We evolved our campus model to accommodate the academic matrix and the regulatory framework. We introduced a new distance learning model, and we made an expansion plan. These are some pictures of the campus model using the quality of Ânima to these places where we are expanding.
This is just an example of a smart campus. We have brought all the quality of the in-person model, and then we replicated it up on the premium distance learning model, and especially bringing the dual experience, which is the experience mixed with organizations for the distance learning.
If you would like to learn more, the professor can explain to you. But then premium learning, the volume decreased, but then the ticket went higher, and the revenue as well. We then increased the revenue in the distance learning. This is not what we are going to do. This is already working since last year. It is not about the future, but it is about the present moment. With this whole story and everything ready, it is easy, but how can we expand? Let us just expand where we are now and go beyond. This strategy of expansion is based upon two pillars. One pillar is to potentialize our experience, our hybrid experience, where we are. Why? Because of what I have mentioned. Places that we have infrastructure, and we are well positioned up on the market.
The first point here is to expand where we are. Abílio mentioned the Power to the Edge units, directors, and to expand where we are. I am not going into the details because Abílio already mentioned a lot about this and explained. This is what we already know. The second one, with this opportunity, we can also go to other places. We can expand to other places. Even though, considering this scenario, this is not something random or with no science. In this video here that you are going to watch, we have used artificial intelligence. It is a tool developed by ourselves, artificial intelligence using public database and our own database where I am able to ask AI, "Where is the best way I need to go?" This is a sniper trigger.
We are deciding all the possibilities of expansion using these tools and state-of-the-art technology and also knowledge. I know that there is the international affairs team here. The data are here, but they are not true. I've changed. You see here maps and so on, but the tool, but then we have a notification in order for distribution. Here I'm asking AI, "What is the best city considering a certain screener that I've chosen?" and it's going to give me the answer. I'm able to have all sorts of analysis with this AI. As Bernardo mentioned, we are using AI not only for quality efficiency, but also in order to decide expansion. AI is good for all. We are able to have a rank of the municipality. We've studied 5,000 and something municipalities, and we focus on priority.
At this moment here, we have 62% more units with hybrid and semi-in-person than last year or the intake of the beginning of this year. This is not a spoiler. This is information that we have already available on our website and all the number of enrollments, 62% more with the offerings of a semi-in-person with this model of Seven Light. This is a model in partnership with partners of HUBS and other partners that we are evolving this business. It's a partnership, and it was not agreed, but we also invited Abílio Gomes, a group of entrepreneurs. Publi is not here. We have called to a meeting for the entrepreneurs for the presentation of our model. And 80% from 40%, they signed, they agreed the addition and the compliance letter for this at the same day. At the same day.
This shows what I've mentioned is about expanding with this quality is not that difficult. To conclude, we've mentioned that this is the future of education. Who grows on this scenario? Those who have quality in the DNA, because since 2003, those who since 2003 believed in this, because those who focused on hybrid, on quality, those who always trusted this. You can see this friendship and the numbers that are quite good. Thank you. To conclude our expansion, my friend here, he has got good news. He's the owner of the house. Thank you. Good afternoon, everyone. Ânima is quite different, right? The investor day, I'm here with Reinaldo Gama. I've worked for 15 years in the financial market, and for six years, I am here in this Ânima ecosystem.
Three or four months ago, I was leading HSM and Singularity, and it's just amazing. After six years, I got really surprised. We all get very surprised together, and Ânima is different. It is different. The investors, so we just followed this flow. I'm here to talk about this newness, Ânima Empresas. To give you a context, once we see the education and capacitation, corporate education data, we know that we have BRL 800 billion up to 2035, considering the market research. This is a market under expansion, and in Brazil, it's not different. We see that this is growing year after year. We have some studies, but there is no appropriate study. This is a market that has been growing quite a lot, and we see that 14% considering the ticket per collaboration, and also in terms of hours of capacitation.
Obviously, this seems to be pretty obvious given the reality that we are living, because when we see the news, we see that the demand for capacitation is giant, is huge. We have the Economic World Forum 2030, but two-thirds of the population, they will need to have a capacitation. We look up on this, and this upscaling, the scaling, and due to all the changes that we are following on the market. As it's been said here, all my colleagues here, Paula, this is a very attentive look for the almost 400,000 dreams, but also what happens next, the life learning, this capacitation, the scaling, it never ends. We've been seeing that for Mind the Gap is how we ask for this, because organizations, it's about this acceleration with all these products and services that we can deliver within our ecosystem.
It's about post-graduation, specialization, team building, all our whole portfolio integrated in the corporations and seeing the requirements of corporations. The word is unifying this market. What we see strongly outside abroad, but unfortunately not here in Brazil, it's pretty obvious and important. When Ânima acquired HSM by the end of 2013, the life learning and this context, we've then gained maturity in other areas of Ânima as well in this relation with companies. When we see these customers, those who are buying, it's almost 5,000 active organizations within Ânima ecosystem, organizations that are purchasing any sort of product or service anyhow, whether MercadoBla, HSM. We have 21 different segments. The estimation per portfolio, it's almost 1 million of collaborators within these organizations for this upscaling, rescaling, this learning that is pretty live.
Also to take this to our students. When I mentioned the organizations, here you can see that you can have this picture. These are huge organizations, and we started to get a contact with, and they have a different look considering education and the academy relation. We have seen some years ago, corporate universities, so many organizations, and Daniel said that we are going to have a university/corporations and doing what they know to do. This is our core business. This is what we know. Seeing that through the time, the Singularity, the HSM, MercadoBla, how can we orchestrate all of that and have a broader view, more systematic, that we can have a scale?
It's about a professionalism that is going to turn into something pretty unique on the market, because when we take into consideration the education market, B2B is not something, well, we just look to other sectors, telecom and the banks. There is not something specific, but here it's about why don't we have this ecosystem, not only to sell more free courses, but when we talk about research, consultancy, advisory, and added value, this is why we need to take this systemic look.
Okay, so HSM is the strength of HR, HR of the HRs. 80% of those who buy HSM are the people areas. Abílio mentioned posts, we can say the demand of the work market, the labor market, what they need to. This morning, I was talking to this large company, and they need environmental engineers. It's a huge demand.
We get to feel this at the entry level. HSM has a relationship with our students. I see Scobar here. Many journalists work at the dossier of the magazine HSM Management. Singularity creates futures. It's a school to think about futures. We talk about foresights quite a lot. Singularity thinks in the future. It's within the C levels of the company. Think about foresights. It's a consulting consultary area with AI, thinking about how we can bring this into our technology courses. We have Learning Village, our hub, the place where we have over 30 startups and companies that are looking into open innovation. We take professors, students. We connect with open innovation. We have events. Le Cordon Bleu, it's the house of flavors and knowledge. We've been having a project, a unique project, the Culinary Village for events, team building, networking, dinners.
We take executives there to, within our undergraduate ecosystem, we have, for example, with the Culinary undergraduate, we have a double certification, IMB, Morumbi, and Le Cordon Bleu. In Belo Horizonte, she was doing the same. If it brings value to our ecosystem. I can see Fabio over there. We are here at home. We're going. This is our newborn, which is community. It's a project. Ânima is different, right? We are always looking to a side where nobody sees the invisible. This place we've been talking is the Neoliberal Watts, a place that is transversal. It's the first school for content creators for the new economy in the world, but it's transversal. It impacts every area of knowledge. The architect needs to know about storytelling and content creation, and also the doctors, dermatologists, administrators, lawyers. It will be transversal to all of these people.
In our programs, we are also offering teachers. The biggest influencer in the world is a teacher. Everybody has a story of a teacher who's impacted their lives. We have 10 teachers from our ecosystem here studying. Teachers are also students. The community is transversal to all things. We have this vision of content creators, but we want it to go through all knowledge areas. This is the icing on the cake, is solutions to all of the others. Is that acting the whole country for this specific education. We were talking about environmental engineering. A mining company was talking to us. We were talking before with an entrepreneur that is going to be launching a park and no spoilers here. We are talking to all of them on how we can approach these things differently in a one-stop solution.
When we go into the company, we need to act from attracting the talents. We have cases of a large bank hiring 20 interns within the dual program. Not only attracting, we're thinking about retention, developing, etc., in this one-stop solution that we act from basis to the top of the organization in a unified way. When we talk to people area, I can see Karina, our person who takes care of us. When we think about one-stop solution and we talk to the companies, you can see that we solve everybody's problems in an integrated way. This is pretty cool. We noticed it's a way of us to manage this in these three months to get this. I want to get Abílio's energy. When we look into the future, we get pretty excited. First, because we believe in it. We got this maturity with HSM, with Singularity.
It is time. We are ready to act and do something completely different in the company selling solutions. They are integrated, different with research, consulting that go beyond from the courses and the products that we offer now. I finished here. Fabio, I'll be bold enough if you allow me to. We are in this space that was launched in June 17th, and it is pretty new, and there is a lot of potential, and you are going to go for some sightseeing. This is like a studio, a film studio, and you can see how powerful it is, not only to aggregate our courses, our knowledge areas, but also to have this B2B view and point of view of New Liberal Arts, this new way of telling stories of creating. We are going to be seeing here when you go sightseeing. I recommend you, after the Q&A, for you to stay here.
It's impressive. Myself, Fabio, Coutinho, I can see Fabiano there. We've been walking extensively, bringing people here. There was an event here with iFood and MercadoLibre with over 1,000 people. You can see the students. It's impressive. Professionals, 16-year-olds, 18-year-olds, people that are already graduated in healthcare. It's impressive to see the diversity of these people and how powerful this place is. We have over 50 companies connected, over 100 events that have been put together here, and we have over 1,000 new creators. I invite you to stay here and get to know this space. I have the honor to have this duo. It's kind of hard at this moment. It's getting easier because it's every speaker that comes here, they just go and they just go and talk and talk and talk, and then it gets easier and easier.
We just have to kick to the goal. Anyway, I was here sitting, and there was this rain, the insane rain, and sometimes the energy just falls here in São Paulo. I thought that if the energy goes out in São Paulo, the whole city of São Paulo goes out, okay, but Abílio's energy is going to be high still. Let's have Paula Harraca and Daniel Castanho. Please, let's finish. The floor is yours.
Okay, boss. I have my own microphone. Thank you very much. What a moment. What a moment. Paula was already here, so I'm the one who needs to say good afternoon, everyone. I was in many moments when you were talking, I was quite emotional. I got like this because I was thinking, I think Ânima is in its best moment ever.
I think in the beginning, some of you were here, and we started restructuring some schools. It was a turnaround. It was a fight. It was a war. It was complicated. We were in that journey, and then we had to start IPO. If you ever went through that, how crazy that is. You have a crisis in Brazil. You went through IPO. When things start to get better, you have COVID. There is Laureate integration. I saw each one of these speakers talk. I can tell you with conviction, Ânima has never been so well. It is such a cohesive, so great team, based in data. They are able to make choices in a very coherent, very logic way, based on heart, yes. Integration of the heart with the brain, with the intelligence, not only emotion and not only reasoning.
It's something in between. Look at the people in here. We have never been so well prepared, so integrated, and so cohesive with such a well-chosen agenda, well-determined, with such conviction. We hear Abílio. You can see the person there leading. He needs to be passionate about what he does. He has to be insane about it. When you see Átila talking, you'll see him talking about the brakes. The brake is what makes us be brave enough to speed up. Journeys is going to talk about the changes in academic area. Bruneca talks about intelligence and technology. Everybody talks about what are you doing, Karina, understanding that it's impossible to do that without people that are committed. You with customer success, Bernardo with expansion. I'm talking to you because Bernardo is the main PMO. He looks at me and says, "Yeah, this can be done.
You should forget. We should do it later. I can mention so many others, but when we look and see so many projects that were still, and now they are moving, we are happy. What happened at Ânima is not an evolution. It is a revolution. It is a silent revolution, like Paula mentioned. It is something that to be able to see, you have to look on a different angle. HSM's theme this year was trend and essence. The final conclusion we reached is that if you are able to see the trends, and trend is nothing more than anticipating time, anticipating something that will come and will change, transform society. The only way to see more than others, given that data is available, is using essence. It is something from somewhere else. This is what Ânima has. Ânima gives you trends and essence.
It's a different place, and it's an incredible place based on one thing only. No, I don't think one thing. I would say a few concepts. In a conversation with Alarie last week to understand the future of education, what's the future of the school? He said some things. The first was school is the place to learn from mistake. Because if you learn from mistake, you are always evolving. This is where you can teach that you can learn when you make a mistake. Any amazing person that is in a great place, they are well where they are because they make mistakes. If they are well developed, it's because they learn from their pain. Another thing is to provoke learning lovers and engagement and making people know why they are learning, what they are learning, and to have balance on diverse situations.
When I asked them, he said, and I asked him when school happens, and he said, "School happens during recess." What we showed you is recess. For you to be here to understand where Ânima is going, you should have walked in from somewhere else. That way, you are able to understand what is Ânima and what we are doing. There is no problem. Next year, we will be showing you that we are on the right path in the next year or so, and you can believe because we do so. We have this craziness of imagining with these passionate people that we can do something different. We are doing something different. We could have a presentation today continuing showing the figures that Átila mentioned as the reflex of what we have been doing. We talked about percentages.
We could do this whole presentation of amounts of WhatsApp messages, the time we are answering the information, the cities Rogério has, addresses of new campuses. We can say all of that. What we chose was to show the recess, what's behind it, not necessarily the classroom. It is a little bit of these moments we are in that's very unique and very special, doing very different things. I just want to give an example, Paula. That makes things more physical when we created Titans. What is it? Because Titans changes shifts in paradigm of schools when you create something. This project is nothing more than in the last year of this school, the students can do an application, an essay, a business plan.
We analyze the grades, and they just do their in the group, they do this to three or two six students, and they do their application. If they apply, if they pass, they have a cashback of everything, of all money they paid, so they can create their own startup. They can refer some friends to be part of this group, creating the application. They can refer some teachers to be part of the investors. Why do you want that? We want our students to have startups, to be investors, to change the mindset, to stop just studying for exams, but also studying for their to be successful. You work with a core idea in an education institution. There is desire to learn. There is wanting something more than getting a job, is being an entrepreneur. This is not talking of having a company. It is an entrepreneur.
It's having a purpose, what you really want to do in your life. This is one of the projects that symbolizes what I am calling a silent revolution in which many factors are working: financial solid, some technology companies, and all the process, the amazing service with the support with the students. I was there. I was really, really touched. Sometimes we believe, we feel, but when we are there, seeing everybody talk, in a way, you have an echo that we are in our best time. Congratulations, everyone. Congratulations to all of us, yes. Congratulations to us, Daniel. Before our last message, in a sequence of your feeling as the founder of the company, and you see it in its best moments, there's a symbiotic dynamic that makes me fall in love with it, is that people transcend the companies, and the companies transcend people.
If we are here today, it's because of the many people who are part of this trajectory. Thank you, Marcelo, who was very generous, mentoring with me in this succession process and showed me life, real life, how Ânima takes care of relationships. I got here, and I sat down with everybody, all the founders of these schools that trusted us to do our job. Thank you, Marcelo, very much. Ricardo, who's watching us, Ricardo Cansaro, with whom I learned a lot, who was very generous, Danielle, to all members in the board, because I know it wasn't an easy decision. You told me Ânima was your daughter, and I feel a little bit of the mother of this team. I found Bernardinho in HSM, and he said that leaders are like challenging mothers.
Sometimes I had to look and say, "No, you can't." No, feedback you have to do in the days. No, I do it like I do with my daughters. When I have to do it, I do it. This is how this is rescue, is recover the Ânima has believed from the beginning and go back into believing it again. I saw that, and we noticed that we went back from it. We pushed away from it a little bit. In this essence is where our power resides. Also, we did this exercise of braveness, self-esteem in our ability to change. This is what is important because the most difficult in human changing is not changing per se, it is being able to change a frozen image. We are leaving from a cycle that Marcelo gave us with a lot of challenges.
What is a third wave Ânima? What we need? What we cannot give up, etc. We are watching everything that changes, but we also have to be careful of things that cannot change. For me, maybe one of the words that are hitting hard or talking about the heart, the heart knowledge. Sara is somewhere today. My daughter, she's nine years old, and she's a source of inspiration, and she has a direct channel with upstairs. She said, "Mom, everything I think, I feel before in my heart." When we align this, this and here, and doing, everything flows. Everything is streamlined. The streamlining in Ânima is meeting the balance between Daniel's chaotic mind, which is amazing and collective, but him as a visionary man in this transformation project and make it organized that can transform dream into do.
We are doing this pretty well as a team. How do we do? Everyone with their power. Abílio said it. Rodrigo in his place. I'm going to show the whole team because they will be joining us. Talking about dream again, Daniel, you asked me, "What's your dream, Paula?" Because you said that I'm a dreamer, but I like to dream with open eyes. My dream, if I ever look back, is notice that we were able to create in this team, Guardiola's Barcelona, because for me, this is the best soccer team ever. I lived in Spain back then, but I didn't cheer for Barcelona back then. They had the best team. They had the best players, but they were not the best. They didn't have the best stars. It was the way they played.
It was so beautiful to see them play. They passed on the ball to each other, maybe to their peer, because their peer was in a better position. It was not about egos. It was the mission above everything. There's Ânima over everything. This generates the will to be here. It's so amazing to be in a team like this, a high performance, but also highly human, fucking humans, like we said. Sorry, like you said, Abílio. This is character. If competence is good, but the person doesn't have a good character, send them away. This is what makes the feeling. I'm a big enthusiast. When Daniel, when he met me, he said, "You are very enthusiastic." Yes, I am.
It's about optimism and confidence, the feeling.
We are pretty confident because even though, considering the turbulence is 15% of interest rate, we are keeping up with it. If we have a better commission, we will just fly. We cannot count on this. It is about our internal force. Our strategy has been built upon these potencies, our right to win. Because it has just been built throughout the time and all these people. It is a very strong culture that it is now the revitalization of it. We had a culture to tolerate that and now anchor in our strategy and knowledge because trust is the foundation of all. The future of humanity depends on reestablishing our trust. It is about trustworthy. Humans are trusting more in AI than in other humans. That is why we are proposing ourselves to do things differently and do the difference.
Because we have the organizations that are just okay and those who are outstanding. Those who are outstanding, they are ordinary. There are the organizations that have the extraordinary organizations. There are the exclusive and inclusive. The exclusive, they have a small share of the society. The inclusive ones are those that somehow impact the world, the humanity as a whole. You have the inclusive, they are committed to what they agreed and the extraordinary. The inclusive ones, the extraordinary, these are the ones that transform the world. I think, I am absolutely sure that Ânima is not exclusive, but inclusive and extraordinary. These are very important for the society. We can only do this with extraordinary, ordinary people with such integrity and the purpose. It is not only about imagining or saying something that is going to look nice.
It's about trusting. One of the things that make big organizations not to be well-succeed or if they have a performance that it's pretty low, perhaps it's because you're dreaming big and you don't have the correct professionals. Or you have the very good professionals, but you don't dream big. Perhaps you have both things, but you are anticipating. You are something that dead inside, that idea is beyond the time. Perhaps it was the case of Ânima at some moment, and Rogério mentioned about this because we thought that we shouldn't provide the distance learning or health or whether we would need to do something different with students or in another campus or a totally different curriculum or that we've acquired HSM, it should be, an amazing team, an amazing idea, but we were upfront the time.
Even though ideas, they were upfront, but they kept on this, and now we are able to manage this. Who knows where Ânima was some years ago, and now the market is just starting to see it clearly and what we can do. That provokes us and challenges us because we need to have this look for the future, right? Yes, we are always there. We want to multiply our impact because we truly know, and yesterday night we went to dinner with foreign investors. I do not know in the world, and they have investments throughout the world. I do not know any educational project with that impact and this quality scale. There is something really nice that makes us believe and trust and the confidence that we need. It is almost a moral responsibility. It is about this accountability and taking over all of this.
It is also about keep trusting, and it is not only good for us, but in Brazil, is to make Ânima into this ecosystem for students, for companies, for all who believe and who trust in our value, purpose. Before I finish, you are talking about the future, the quality, the impact, because Brazil and this place here, the Learning Village, is a spoiler. We have had some conversations about it, and it was a spoiler of what is a smart campus about. This space here is a spoiler of the future that we envision towards education.
What Reinaldo introduced, and as I said, those of you who had this perception, who knows the future of education goes through there, this different format and what we do today, the city-wise, the interaction with markets, the mind gaps, and at the same time, who knows, it's a spoiler of where we are going. You like spoilers, right? Who knows? Perhaps. Reinaldo mentioned, as abroad, we live in the United States, Canada, Europe, but the public system works there, and you see that working pretty well. Here in Brazil, our reality is different. '80 and '20, we have this opportunity, and the difference is that we are living. We are living that. It's about this capacitation and well-directed. Okay, I am just being aware of the time here. Just one word before I call our team here.
The gratitude is something that I try to keep embedded in myself. We oftentimes forget about it, the gratitude. I always wake up and I just thank you, God, and I thank God for being here in this place because it took me from another life, and it just pulled me to here. I'm exactly where I was mentioned to be with the correct people, and it's about gratitude and this accountability. I admire Abílio. I practice yoga, beach tennis, gym. I'm very competitive. High level. It's high level gaming and the change that is happening, that is the six amps last year and the Jerry model that we had at that meeting. This is an energetic moment. Perhaps the main change that is behind, it's a very good energy. There are some days that I just get back home feeling exhausted.
I just say, "Bye," and I just shut down. I've learned how to work with breaks because holidays are really important. I'm going to go to Barcelona. Marcelo was in the Sagrada Família, or Cathedral. I'm going to. If you put on the X, well, it's extremely important to have a vacation and holidays. We, as humans, we are not perfect. We can improve ourselves, and we can help one another. Helping one another with them, I believe that the society is going to be better. We need to play fair. This is what we are doing. That's why it's fucking awesome, because we are building a better society, not only teaching students, but also thinking about the society. We need to thank the name of the council and executive committee for having you. Thank you.
[Foreign langauge]
She's really good.
What is good is that the team, it surprises you. Last year, we were just typing on PowerPoints late night. We were now having TED Talks. We were having our narratives.
Okay, Chris, we shut out other lives. Our Communication Director is 360 communication transparent. We have Thaís in the back. Our Communication Manager was Deborah. Deborah over there. Each one on one side of the auditorium. Our whole team who made this event happen. Of course, we're going to Q&A before calling the team. You're putting the team, and then we call them. Just to actually wrap up, you can place the chairs here while I'm finished. We do not get this awkward silence, right? Silence sometimes is important. Okay.
I think the difference when we look at people, and I mentioned this during dinner yesterday, we have people that are competent, intelligent, and they have multiple intelligences. You have to be excited. You can't only be intelligent and be kind of dead. It's impossible to be just very excited and be not intelligent at all. You also have to have integrity and values. The first two without the third are very, very dangerous. I'd like to thank the presence of people here on Ânima Day. They have invested in us or want to invest or are here just for curiosity to try to understand what these crazy people are doing or what do they intend doing of transforming Brazil by education.
Knowing that Brazil goes through this, that if this country becomes more fair with more empathy, in a way, we contributed to it. If it is the opposite, we are guilty of it. That is why we say that our proposal is to transform Brazil through education and transform education in Brazil because education goes through us. I would like to thank everybody who has been here day and night. They could be anywhere else, but chose to be here to contribute, to evolve, to learn, to be part of this. I would like to thank. I would like to thank everyone who are betting, who are not betting yet, and who are just curious to learn what we are doing and decided to come here with us. I think more than betting is believing because we do not bet without knowing. Later you add it, okay? That is beautiful.
You say that about thanking everybody for being here, for listening to us. Let's remember thanking our teachers and students because that's why we are here, because of them. There was another day I was right the phone. The phone was there. We were in agreements with investors. I entered with a microphone. My image did not show. It was weird. Anyway, we were playing ping pong, and the flow won 15-11. We are going to have a rematch. We had a service, a student service room, and the whole family was there. The father, the mother, the two sisters, grandmother, grandfather, you know? The whole family was there. We asked why, and we were talking to him, everybody that had the glitter in the eye. We asked why they were there. He was going for he was registrating for engineering.
The whole family was so excited. When you see the whole family so happy, you can see how big is our impact every day that we do this every day with love. Okay, let's call out for our team. Okay, now. It's our Q&A. We're asking our executive board to be part of this, to exchange information with you guys. Please, Rogério, Átila, Abílio, Átila, Janis, Reinaldo, Abílio, Rodrigo, Mônica, Tiago. Respirally, everybody, please. Everyone you saw this last year, you saw how our team is collated. Abílio, Boogie is in Barcelona. Janis is taking care of our core. Rogério is taking care of expansion. Reinaldo and the companies. Ronaldo takes care of digital and technology, caring people, culture, and well-being. There we show with no larger strength for happiness science. Even to our educators. Átila, you know Bernardo and Rodrigo. Okay.
Let's do it. Okay, are you doing the moderation here? I'm just suggesting that if you ask any questions, please remember to introduce yourself first. Okay, we have a lot of hands raised. Okay, do we like teams in order?
Good afternoon. I'm Luca Mirabelli from Itaú. I'm focused on cash allocation, thinking the company has delivered organic leverage in the last semesters. How is it going to be in the following months? How does it work with the adaptation capabilities with the regulatory framework? How does it help us? Thank you for the question. First, we answer your question by remembering the slide on financial robustness. With that, we can leverage the company, generate cash. We think M&A has always been our genesis throughout these years from 2003.
We grew through M&A, something that generates value, of which synergies are easy to be captured and are very evident. We have to do like we've been doing in the last few years. Marcelo has always said that we have to find the balance between return for the shareholder and the leverage. That is how we have showed our results. We want to balance these three dimensions of our business. Okay. The next one. I am surprised on Morgan Stanley, two questions with regulated learning. What do you think could be a competitive differential since you come from this regulatory learning? The second is, and you actually mentioned expansion on blended learning, your relative positioning because other groups are in a basis that is very spread. Your strength was more in-person learning than distance.
What do you think was what you have versus who had a native footprint?
Okay, thank you very much for your question about the now learning. First, our vision for the future is that this is one of the shares of the economic market in Brazil that has gained this space, and it will keep gaining this space. We need to have a plan on this. How can we do this? We deep dive into this along with Reinaldo and Rogério with the life of learning and the non-regulated and also the regulated exposed courses and so on. Also, the credibility to deliver these courses. We need to have this. We have credibilities that come from institutions and those who come from creators. That is why community fits into these options of life learning.
Considering the credibility from the brand side, we truly believe that we have vertical brands as HSM companies and all the brands that Reinaldo mentioned. Another brand that is important for us, lifelong learning for EBRADI. The brands, not only our local brands, but also the vertical brands will help us to work up on the lifelong learning for this non-regulated. Just to add, considering the expansion, I've mentioned quite a lot about this. To say that we've been talking about this subject for a long time, it's about the highest competitiveness on this market, more opportunities. Third, is that we need to see this in-person modality that is going to be growing. This is an opportunity that is closer to the in-person instead of distance learning. It's not the next step of the distance learning. It's almost in-person.
If you look for this, for the regulatory, the same in-person, 60-40, this blended. The fact that it is not very linked to distance learning, it's exactly what is allowing us to expand even faster, considering others. We do have other, the closing of polls. I'm not going to mention about the competitors here, but we have many polls or hubs. This is the difference that we are positioned now. It's about growing. Just to complement this, because your question also answers our capacity of being there, and all our doors are directed for this quality education level. In this sense of community, we have also the infrastructure. We have always been very close to the in-person, the learning, and these milestones. This is what we have also trusted. We've prepared for this and this purpose of this distance learning as well.
Just a comment, because your question, I'd like this to be reflected upon another angle. Do they have other hubs or how many hubs each group today or each educational institution has? They were very restricted to field courses. What we think here is that it's a new era, not only about distance learning, but education overall. We are pretty prepared because we've been talking about smart campus since 2018. We have projects, we have designs. What is the future of the campus? Why do you go there for everybody to be seated and just hearing? Or we have a maker, half creator, half Learning Village. We've tested what worked well, what didn't work well. This startup, a square of innovation, classrooms, podcasts. They will be there for this.
When you see this future of universities, I see only opposite, because nobody is well prepared just like us. And those who have a number of hubs, we are prepared. Our focus is in the expansion and not solving the problem of previous legacy.
We're saying that we had 800 hubs, and now we have less than 500. We had this work of cleaning, of taking a good look. We brought these old values and brought in a new strategy that's more of a sniper, which one had to be with a brand and which partner. It's not a hub anymore. It's an academic center. They have the IARA, the AI. They have specific elements that just go on board with Ânima's proposal.
Okay, for example, we have this integrating the experience of distance learning, because for us, this is not just distance learning. It's an experience. There's masterclass. We have undergraduate courses. The student goes into the campus in person if they want to. We go beyond this classification, because the market sees as in-person, blended, and distance learning. We have this more flexibility in one and the other. We have professional practice, for example, with big companies. For example, with engineering courses, we have companies that come because we are offering specific needs for them. We have to think from a different point of view to see this new dynamic, how powerful Ânima can navigate this.
Hi, everyone. I'm Gustavo Mialli in Goldman Sachs. Congratulations on your event. I have a few questions.
First, I'd like to ask about medicine industry on the regulatory restrictions on undergraduate courses. We see educational groups going in opportunities more in continuity education. That's something that you mentioned. I'd like to talk about competitors' scenario on undergraduate courses. How do you see your competitors, and how do you differentiate in relation to them? The second question, I think I'd go back to blended learning in a different point of view, taken from Rogério's presentation on the pillar about expansion on blended going to new municipalities. How do you define the main criteria to choose a city to expand into, size of the market, maturity? What do you think? I'd like to hear a little bit more. Thank you very much.
Okay, on our side, on medical continuity education, it is a very competitive market because it doesn't have a limitation in spots.
What do we do to differentiate? We created two hubs, one in São Paulo. It's a new building reformed, connected with our principles and values. These professors are known doctors. We have 11 floors dedicated to medical education. And the products are attached to our quality. All courses are with long-term, middle, and short-term courses. We want to position differently, not just in prices. We are not looking into auctions. We don't want to be there. You can see our figures. The student base is growing. We have high- double- digits. We have 50% increasing. We have new places we are expanding into. We are well designed, but we are all attached to quality. It's just about opening new hubs or campuses. We are very disciplined. That's why we are following in this path.
Just to add, Thiago, if you allow me, we had this movement a few years ago in other careers. As Ânima, we saw this in other sides. We had a huge expansion in other areas, like engineering. You would do this to—it would not say where you did undergraduate diploma. You would go to any undergraduate course, and you would go to a good graduate course. There would be a differentiation. The other thing about us is that we not only have a good course, we have a good community, a medical community where we interact with the people who are taking this course around a very strong brand. Okay, now for the second question, thank you. I wanted to talk about it, but the time did not allow me to. Thank you for asking.
When you saw the AI being executed, we do not look into 10 cities. We look into 5,570 municipalities. We started filtering them down with GDP growth rate, etc. That is public data of each city. We had other layers, growth in higher education. We had to be more and more of a sniper where we would have portfolio, the strength of the brand. If the city is closer to where we have brand strength, it is easier to expand. Offer presence. That gave us priorities. We came from over 5,000 municipalities to about 100 cities at first. This is a more logical job. If everybody here filters it, we will probably reach the same amount. We chose the ones we wanted. Bernardo, as our leader in strategy, chose non-obvious cities. This list only has non-obvious. What about non-obvious?
In our expansion that was conducted by Átila and Marcelo, we know that there were cities that by data it was not illogical. When we got that, it was not non-obvious, but gave us a huge opportunity. If you look into public data, you can see that. We had two blocks. One is obvious municipalities, and the other is a list of non-obvious municipalities that we are expanding into. Third, I forgot to say, a lot of the point of view of the guys there on the edge, Vinícius, Daflon, who are two of our brands, I sit down with them and I ask them if it makes sense. Sometimes they tell me no, but it must make sense for those who are part of that place, who are posting their place for the non-obvious municipalities as well as the obvious one.
There's a huge work behind public and private data and AI, which helps us a lot because I can ask it and it helps me. Gustavo, Ânima grew that way. Half the growth of Ânima was doing that. There's an expertise behind that. The advantage today is that it's a growth that, when it's working with these partners, with the partners we choose, we choose very thoroughly with the same values in all these territories and it gives us the opportunity to speed up our strategy using this change in the market.
Hi guys. Congratulations on the event. I'm Eduardo from BS. I have a question about medicine, but more on undergraduate programs, especially looking into spots of Ânima that's been reaching a high level of maturity. I'd like to know the next step of growth, especially looking at M&A marketing that's been warming up.
If there's any organic growth strategy and what's the profile of assets that make sense for the company, something that's pre-operational that you could plug and play the Ânima quality from day zero or something with a history that's more consolidated. The other one is for a company, Ânima as a company, monetization, how do the agreements, the contracts work if it's long-term projects. I think anything on that term can help. Okay, I'll start answering the first part on medicine. Although our maturity is almost complete in spots, we want to keep price positioning that is healthy and high occupation of our spots. Although we are in maturity, we want to be here because it's the strength of our brand. For medicine's value of what we had today, I'm going to say with my professor, Janice.
In front of Rogério, organic expansion has data, is luminous, it has choices of municipalities, potentials of the area. For us, it's contingent. It's postmodern. You have to look everything around because something you think is going to work and it doesn't. Sometimes you think it's not going to work and it does. Sometimes Ânima goes there and buys a larger company that's large so we need to have a philosophy quality that we have to worry about good places with strong brands. We have teachers and students that are committed to quality. This is the most important on the daily life. I can talk about Ânima companies, the beauty of designing it and having a one-stop-shop solution is that we have solutions for everyone.
To have these programs and you have an immersion, for one-day immersion or for people's development, B2B or B2C, or the manager, the leader of the organization just puts the hand up and says, "I want to have two or three vacancies here." There is this focus up to programs that are in-company programs that when you are working with the whole leadership of the company, a big telecom, we've then had an education for 5,000 people. You have for all profiles. Since the immersion in company programs, consultancy, we have seen a lot of consultancy. You have inspiring and discovery of AI. Now for experts, we have implementation of AI consultancy. It depends on what the customer would like to have, a specific journey that can take two, three, or four years depending on the requirements of the model.
It will depend on what the customer would like to have, the requirements, and the program. On average, these are programs of six months' duration or three years. It depends. I'm not really like to mention because we have Ânima Empresas. Reinaldo and Paula mentioned HR from HR. Most part of organizations, they have these challenges, skilling, upskilling, and so on, all organizations. On the other hand, our CV we have is from ICE. You have a teacher in home and you have a case from the organization. Can you imagine, for instance, through Ânima Empresas, it's an open door for organizations when you are helping and you are a partner of HR, HR as a whole, then you have this capacitation and the C level, singularities, other levels, and so on. What is the possibility of these organizations?
HR is working with us. We are just opening for trainings with our students and hiring people for organizations. This sort of relation is incredible and perhaps we need to explore because we have the business model, having this real business model, but there is also a value proposal per se and it's integrated in this ecosystem. It is just as great the differential. It's not a store of courses. The HR from HR. I work in HR. You have 30,000 collaborators and you see that engineers are missing. We had the conversations on this level. I went to talk with a colleague of mine in the industry and I asked him, "How was that?" It wasn't technical. No engineers. It's me. We are just designing a program with our academic team. We went there to the plan and understood how it worked.
I never could have done that. It's about the content that they need and it's the bridge. That's why it's marked the gap. It's about the competitiveness, innovation overall, and the background. It's important. Also, people who have these competencies. For this recruitment, we know how it works, but it should come from a certain group. It's equality of professionals, resilience, teams, and capacity, learning capacity, the learning capability. They know the capability they have to learn. It's also about learning, the learning model, and the willingness to learn more. This competency that academy developed with this structured manner, hearing the pain points and addressing these pain points in this B2B relation is we don't need a marketing.
If you have a good case and showed six years, but more than buying a capacitation program is about trusting on Ânima, considering the needs as well as a career, a more linear career, a younger for the pharmaceutical industry or any other area.
Flávio Xi from Bank of America. Thank you for the presentation and the event. You brought some messages here and I think that one of them is the quality pillar and I understood that is unnegotiable. There is also the growth. I would like to understand to what extent do you think do you balance these two pillars? Because oftentimes we see that quality pillars, they brought more cost than it has to be covered and it also compromises the growth. I would like to understand the limit of the quality growth, the priority thinking on the growth. Anyone here could answer.
This is incredible. This is the essence of Ânima. There are questions about, well, financing. Anyone can answer this.
[Foreign language]
First, because my kid is a teacher.
[Foreign laguage]
We were very brave and we sought the quality of this revenue. And this is being demonstrated for the time and it's quite valued. Rogério also weighed the volume of distance education in order to have a more correct strategy. At the end of the day, it's Daniel's inspiration. We just do what we believe the result is going to come anyhow. If we believe that education has to be quality blended with care, being concerned, the result will come anyhow. Rogério.
Thank you for the question, I do not think this two things are the opposite of each other. I think we can deliver a lot more quality, even reducing cost, in many industries. Rodrigo Rosseto has very good example. We can reduce cost. We offer offering quality, reducing time in service, customer service. You just see in Academic, 6,000 questions answered, exams corrected. You take the time that the professor would waste correcting exams, but instead of that, they would do something that would be so much better. And this is the main vector for growth. If I go with that quality, I can get more people. You know, the company will hire more people that will graduate there, and I can have a cycle, a virtual cycle. And I'll have an operational leverage that's going to be quite big. And if I have a lot of, many students in a classroom, I have operational leverage. So if I have more students, I have less cost, more stability, and a virtual growth cycle.
We always mention this. If you have to go to the doctor, you choose the best you can. Maybe you cannot afford the super, but you can go to the best you can do. Because it's life, and sometimes if you can't choose the best, it can be the last one you choose. Any education, you will choose the best student, the best school for your child. The same for college, because it's for life. You won't buy the best suit or best car or the best watch because it's not for life. So what we do is we work with students. When we have an incredible project to educate teachers in public schools, we do that because we saw that we defended that could not exist in distance learning for pedagogy as much as it could exist for medicine. So like Bernardo said, the value, growth, and quality we are adding, one is dependent on the other. And it's the best we can do, and maybe later we can have programs of fellowship, of financing, but we know that we have our value.
With being this concept, we are positioned, and the challenge is how to show what we can deliver. And maybe this will be something that we can show because we are more mature and how to guarantee this quality, being able to show you are doing something appreciated, marketing value to the edge, talking in the local language, being close to the community. This is the challenge. The UC is delivering companies, and something like what I do when I thank Paula. We need to thank to inspire the edge, to have a database and analysis and understand the effective logic of NMI as a whole, being able to compare what is working, what is not working, and having the huge of data, you can empower everyone. And we consider each company of ours as a franchise. And then you talk about academic KPIs. We're set to talk about KPIs on constant student support and et cetera. And you have possibility of growing, expanding in other ways. And then Rogerio knows he can expand and open 100 units because we have integrated data.
We are able to empower, know the profile of the schools, NP for example. In Natal, the city of Natal, we have excellence in academics. But the same college in Montserrat, we need someone who is a good salesperson. You have KPIs. You have data. You have quality control. What works, what doesn't. And we have possibility of expression and guaranteeing quality. So we have the why. Education is for life. We cannot deliver less than the best. My dad is here, and I learned from him because he has school. He said that education is for life. I cannot deliver less than the best. And the other side is how to do it. Okay, just to control time, we are over a little bit, so you can have three more questions. Okay, talk less than you think.
This is amazing, guys. But just for you guys to know, we only have three questions. Thank you. I'm from Cichibank. I'd like to hear a little bit about the new product that's starting in 2025. I want to know expectations, acceptance, and going along with the quality, how to show the students the differentiation. For Rogério, in expansion, I think it's clear there's a geographic expansion in municipalities, but also penetration in the existing hubs with small capacity. And so I'd like to understand a little bit more about geography and penetration in the basis. Thank you very much, everyone.
Okay. Great question. I think a good thing is discussing frameworks with communities of distance learning. The framework is bad. Some people like it. Some people hate it. Some people see very macabre things. I know it's pretty simple what is written there. I have all kinds of modeling of framework, and I think this is the framework that is the most simple to convert, considering the hybridity. This crazy guy invented in 2018. So the math in product positioning, I think, should guarantee to improve quality and scalability without impacting ticket. When Rogério talked about Studio Synthetic, it was about AI to accelerate quantification of the learning material. The new framework requires institutions to have an educational identity. And we know the mindset that is more to quality, connected to in-person, and to material. And it brings pedagogical identity, scalability in product production, and will deliver neurolearning taxonomy. And so it's a fact that's very important. We have a composition of taxonomy.
A lot of institutions talk about Benjamin Bloom that comes from 1950 curricular learning matrix. So we are following this perspective to quantify this product as a new experience. And you saw that we have a mediator, not only the regent professor, and already worked with two professors. And we learned throughout this time how to do the composition throughout the experience, using the regent professor, the mediator, in-person and mediator in distance learning. And so the behavior of the new product only had an addition of quality than of basic metrics of how it operated. Regarding your second question, we used many criteria, not only AI, to select usefulities, but also partners. Shaki, who's on the back there, and Vinicius over there, I think we said that we were waiting for regulatory framework to start doing things. So when we bought Laurier, and when the movement was not just waiting and just let the hub be still, it didn't work. It works, it works, but it's not part of our DNA.
I can say for sure with conviction, because I was leading distance learning. We weren't waiting for the framework, the regulatory framework. We have been cleaning our portfolio. So we called to meeting the 40 best golden partners. I didn't invite anyone. You know, we invited people with infrastructure, understand education, they have capacity, etc. So there's a selection of partners considering this is the first movement. There are others, though, that will come, as Paula mentioned. The next lab will be much faster. So we have been reached out by a lot of people. We have been seeing that not only us have intentions, but the market has intentions all towards us. And the company owners started noticing this after the framework came about. So the first lab was fast. The second is going to be much faster. Another thing, we have a geographic expansion. There are municipalities that can hold more than one hub. We have one of ours. And so we have modeling of how we can add a hub in places where we are already present.
All of these municipalities are remembered. All of them are geo-referenced with local flow already mapped and chosen with geo-referencing tools. What he mentioned is very elegant as well.
Okay. Hi, everyone. Thank you for your event. I'm Maria Duarda in BPG Petrol. I'm going to insist on a point in your expansion plan. I think not all can be shared, but if we can quantify. You mentioned, as we're saying, and then you probably will go to a second. But what is the schedule that you will estimate for this product? You mentioned a few times, so with the partners, about the partnerships. But can we give us numbers that can be centralized? We have the IR, International Relations Director. If I allow them, they'll put all of the plans here. So we believe a lot in this project. But on the other side, it's an innovation. It's something completely new. We dare, and as we dare, we get bolder, and we can say that our expectation is very high. We're still grounded. We have designed the product. The academic team created a very solid product. Our strategy team made a selection of partners and places and makes us sure that we are in the right path. But also we have the competitors that are running behind. We also have a new dynamic where many hubs will have to adapt, and we don't know how this will happen. So it's quite hard at this moment to add any outcast, any forget.
I can say that we are confident, we have prepared, and we are giving our best, and the results you'll be seeing throughout the year, next year or so. So let's move on to our last question.
Marcelo Santos, JP Morgan. My question is about V2A, and I believe that in some years you are going to have an assessment in order to know to what extent it depends to the number of processes. What are the measures that you're going to use in order to judge this and to rate this? What are the main items that you're going to take into consideration for this assessment? We are considering the different dimensions that we are taking into consideration. If I needed to choose one, it's the size of our impact, the generation of the value of animal. It can be financially dimensioned, and of course we are taking this into consideration as the revenue and the data, but also the impact that can provide upon the society, the number of lives impacted.
How can we quantify this transformation? When we were on May, we had a live, and we were just celebrating, and okay, 850, and now 900. So it's still a number, but the financial perspective, the revenue is this one, considering the size of the impact. As Bernardo said, the more lives that we impact, the better the business is going to be and it's going to grow. So considering this dynamic, we have two different sources for generating the value and also the profitability of delivery, exit courses, and so on, that performs higher. So it also is a window for the growth. Right now, with this step, our strategies that are very important, and companies, and this vocational policy that Anima has got, and we will just keep having this. The way we double it, the way we grow and generate this number, part of this is conducting really good and really well.
Don't overestimate this, because we will do really good at Anima, the post-integration of it, and we will have this clear field and more constancy. So that's it. [Cross talks] Considering this growth, and we saw the administration council, all of our areas, and the ecosystem. Is it possible for a new business area, B2C, to grow and double its volume? Is it possible? Is it going to grow and increase more? And medicine? I don't know. But post-graduation, yes, we can double it. So we are going to work a couple of days. And this is quite difficult because it depends on other factors in order to double the number of seats that we have. We have, well, week by day or other courses. We have different possibilities, thinking about something to inspire service. So we need to have this inner love. But it's possible. It is possible for us to increase the number of students and our ticket and the extra expense plus the ticket. So you have this giant impact to both this new format with the number of campus.
We can also increase. So it's possible. And when we see the different factors, we then have this plan, well-structured. But doubling Anima is not something that deteriorates or is not supposed to be. It's something that we have. We have a timeline. We have an administration policy. We have the capital flow allocation. Everything is designed. But what I can say is that when we see the different areas, we then know what we can double and to what extent we can do it. So I don't know if it's going to be the lifetime of students, the lifetime of learning, or if it's going to be on the ticket or campus. But this type of thing, we can have this analysis that we are working very strongly on doubling Anima. Given that this concept is very big and full, considering our performance, Anima is to improve the impact of Anima, the quality of service, academic quality, the reputation of the brand, and teachers and employees, our hearts and souls, that are in favor of our success, which is the final criteria. So it's about amplifying our impact.
We are not what we are together, but what we spread and what we would like to spread even more. In a very trustful manner, how we can do this, we are very proud. And this proud comes together. We continue this responsibility when we look back. It's about why we did all of this. Why only that? So this allows us to double Anima. It's about what we can learn and where we've committed errors so that we will be more confident to double the numbers.
Thank you very much for each and every one of you who are following very closely, who are very curious and confident considering our journey. And I would like to say, as Anila was just mentioning here, what makes us to get out of the bed, what moves us, what engages us, is knowing that we are infected, that we are truly infected, and that we are building a better society. There are people who just look at the journal, the news, and just start crying. There are people who just stop to watch the news. But we want to put this as a whole case. It's all the news. It's about the confidence. Trust in others, in a world that is living off of the crisis, off of confidence, These people are just believing in more algorithms instead of humans. But we need to rethink. So this is how you work. And rethinking in a humanized manner. So we are all here as learners. We are here as apprentices. And we learn every day. So it's about being apprentices and living this for even better so that we do what we do.
This is the best way that we can summarize the story that you've seen today, which is the beginning of this journey. And perhaps this is your best moment, 22 years old, so you can project your life to the society. And it's about the confidence. You want to change. So you are seeing these opportunities. You are not alone. 15,000 educators who truly believe in what they do. So don't just work for money. But it's important to finance this project for transformation, for Brazilian transformation, which is called Anibal do Castelo.
Thank you very much. Thank you