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Nerdy Inc. (NYSE: NRDY) is a technology-driven education company that operates a platform for live online learning, leveraging artificial intelligence (AI) to connect learners with experts. The company offers a wide range of learning experiences, including tutoring, classes, and self-study tools, catering to individual learners and institutions. Its flagship business, Varsity Tutors LLC, is one of the largest platforms in the U.S. for live online tutoring and classes.
- Consumer - Provides direct-to-consumer learning services, including one-on-one instruction, small group tutoring, large format classes, and Learning Memberships, which offer ongoing access to educational resources and expert support.
- Institutional - Offers tailored solutions for schools and businesses through the Varsity Tutors for Schools product suite, including high-dosage tutoring and subscription-based services such as District Assigned, Teacher Assigned, and Parent Assigned programs.
- Other - Includes legacy businesses such as Veritas Prep LLC, EduNation Limited (First Tutors UK), and other services that provide additional educational resources and tools.
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With third quarter revenue decreasing by 7% year-over-year and Institutional revenue declining by 3%, what are the specific factors behind these decreases, and what strategies are you implementing to reverse this trend?
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Your platform access strategy in the Institutional business resulted in only 22% of total bookings value coming from conversions of free access to paid offerings, and deal sizes were smaller than expected; how do you plan to improve conversion rates and increase deal sizes to achieve sustainable growth?
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The resource allocation to support Varsity Tutors for Schools impacted the delivery of marketplace infrastructure initiatives and the consumer experience; how will you balance resource allocation between Institutional and Consumer segments to avoid negatively affecting one at the expense of the other?
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Adjusted EBITDA loss increased to $14 million in the third quarter from $8.2 million in the same period last year, partly due to higher sales and marketing expenses; what specific cost control measures are you putting in place to move towards profitability?
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Given that the anticipated urgency around the ESSER funding deadline did not materialize and bookings were below expectations, how are you adjusting your Institutional sales strategy in a post-ESSER environment to drive bookings growth?