Case Study: KeyBank Helps Goodwin Become National Model

The following article first appeared in the Businesses & Institutions section of KeyBank’s website. It is reposted here with permission.

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Based in East Hartford, Connecticut, Goodwin University serves a critical role in helping students become sought-after employees in high-demand fields.

In 2020, when Goodwin wanted to seize an opportunity to acquire the University of Bridgeport, it sought a complex financing solution that would help overcome the acquisition challenges.

Led by founder and President Mark Scheinberg, since 1999 Goodwin has grown from a business technology training center into the leading career-focused institution in Connecticut.

With a business model that emphasizes high graduation and job placement rates, Goodwin also has achieved sustained financial stability.

Offering associate’s, bachelor’s and master’s degrees, Goodwin is a statewide leader in advanced manufacturing education and delivers one of Connecticut’s leading nursing programs.

University of Bridgeport Faces Closure

The University of Bridgeport, despite its academic reputation and its $1.3 billion economic impact, has been adversely affected by larger trends sweeping higher education.

Recognizing UB’s challenges, the state of Connecticut approached Goodwin’s Scheinberg to consider an acquisition.

The alternative was to allow UB to close, creating deferred maintenance and tax liabilities for UB’s banking partner—and a devastating impact on Connecticut.

“We had not planned on acquiring UB, but it made sense strategically.”

Goodwin’s Mark Scheinberg

Scheinberg recognized the opportunities the acquisition presented, but also the risks.

“We had not planned on acquiring UB, but it made sense strategically,” Scheinberg says.

“Like Goodwin, UB focused on in-demand career fields and served many first-generation college students. It would expand our geographic reach. But we would be taking on a much larger institution.”

Financing Options

Goodwin leadership began to explore financing options, amid multiple challenges. Scheinberg and Eddie Meyer Jr., vice president of finance, turned to Goodwin’s longtime bank, KeyBank.

The acquisition posed difficult issues. Goodwin needed an operating plan that would be acceptable to Goodwin’s board of trustees and Key’s loan committee.

“It is a testament to the Key team that they really believed in us.”

Goodwin’s Eddie Meyer

“It is a testament to the KeyBank team that they really believed in us and in the project,” said Eddie Meyer Jr., Goodwin University’s vice president of finance.

Accustomed to operating in the black, Goodwin would undoubtedly incur losses in the first year following the acquisition.

It needed financing not only to cover operating and integration costs, but also capital investments in the UB campus. Longer-term financing was essential to avoid having to sell valuable UB assets.

Solution

Over the course of 18 months, KeyBank helped Goodwin navigate the path to a successful transaction.

The project involved multiple moving parts, from securing and structuring funding to finessing accreditation retention for the UB programs that Goodwin would acquire.

“KeyBank was able and willing to work with us,” Scheiberg said. “They could have given up and walked away—but they did not.

“We had to be completely transparent with Key, and they had to be transparent with us. They provided guidance and insights along the way to ensure that we closed the deal.”

Given the risks for both institutions, Key recommended that Goodwin seek additional support from state and federal government sources.

“We had to be completely transparent with Key, and they had to be transparent with us.”

Scheinberg

Since state government leaders clearly were concerned about the fate of UB, it seemed the state might be willing to provide support.

Also helpful, the KeyBank team would be able to shepherd Goodwin through the process of obtaining federal government COVID-19 pandemic relief funds through the bank.

“Normally, financing is a straightforward ‘yay or nay’ process, but, in this case, it was a constantly changing situation,” Meyer says.

“We had many late-night conversations with Key and our team about the risks.”

Throughout, Goodwin had to respond constantly to the demands of the pandemic environment and the ever-fluctuating condition of UB’s finances. After months of work, all the pieces came together.

Results

KeyBank provided a $21.25 million loan to help ensure a successful acquisition and today, UB continues to operate as a distinct brand as part of Goodwin.

When many banks were restricting their higher education lending because of the COVID-19 pandemic, KeyBank stepped up with a creative financing solution that enabled Goodwin to retain a significant number of UB employees while enabling both institutions to flourish.

Enrollment has rebounded—close to pre-COVID levels—as many foreign students are once again able to come to the U.S. for advanced education.

KeyBank provided a $21.25 million loan to help ensure a successful acquisition.

Also positive, Goodwin is recovering the acquisition costs more quickly than expected. With its track record of acquiring UB and other educational institutions, Goodwin has become a national model for implementing a consolidation and becoming more streamlined to better advance its education mission.

“We have not even scratched the surface of the opportunities,” Scheinberg says.

“Goodwin is now considered a state powerhouse, and we’ve received millions in new grants because of the strategic importance of the institution.”