Mumbai: Veranda Learning Solutions, a player in the education technology and test prep space, has announced a significant organizational restructuring as part of its ‘Veranda 2.0’ vision. This strategic realignment merges the operations of four key verticals—academic, commerce, government test prep, and vocational training—with the goal of unlocking long-term value, enabling focused growth, and enhancing operational agility in India’s rapidly evolving education landscape.
The restructuring comes after a comprehensive internal review to assess operational synergies across its multiple acquisitions and business units. As part of the initiative, Veranda has formed a sub-committee of the Board—comprising primarily of independent directors—to work with external consultants and evaluate potential restructuring options, including mergers or demergers of its key verticals.
Veranda’s commerce education vertical has emerged as a standout performer, backed by its flagship brands—JK Shah Classes, BB Virtuals, Navkar Digital Institute, Tapasya College of Commerce, and Logic School of Management. With over 2,000 CA rankers since 2001 and a strong track record of All-India top performers, this vertical—led by Prof. J.K. Shah—is set to play a pivotal role in Veranda’s growth strategy.
According to the company, the proposed Qualified Institutional Placement (QIP), recently approved by shareholders at the Extraordinary General Meeting (EGM), is expected to provide liquidity, fuel growth, and enable select business verticals to become debt-free.
Commerce Education: A High-Growth Opportunity
The Veranda 2.0 vision aligns with India’s growing status as a global hub for finance and accounting talent. With over 1,580 Global Capability Centres (GCCs) and 4.32 million B.Com students enrolling annually, demand for certified commerce professionals is at an all-time high.
Veranda expects its commerce education vertical to scale significantly in this high-growth sector. Revenues are projected to rise from ₹281 crore (pro forma) in FY25 to over ₹1,000 crore by FY30, while student enrolments are expected to more than double from 4.01 lakh to over 8 lakh during the same period.
By leveraging cross-brand synergies, operational scale, and an expanded portfolio of value-added offerings across the commerce spectrum, Veranda aims to grow margins from 36% in FY25 to over 50% by FY30. The strategy also emphasizes increasing the Lifetime Value (LTV) of students, a key driver in the company’s long-term financial model.
“The proposed restructuring would be a strategic step toward focused execution and value creation. We are confident in the continued growth and excellence of each one of our key verticals, the commerce vertical being our largest by revenue and profitability,” said Suresh Kalpathi, Executive Director and Chairman, Veranda Learning Solutions.
The company’s 2.0 vision is designed to create distinct, self-sustaining education verticals, each positioned to scale sustainably and deliver stakeholder value in a competitive market.
