@ Rationalize centers to improve overall strategy and quality of network. Management closely monitors underperforming centers and looks to rationalization opportunities which generally lead to improved Utilization and higher EBITDA generaiion. — As part of its rationalization, KLC OpCo has identified 50 centers which it intends to close and will continue to evaluate underperforming centers. As a result, over the next six years KLC OpCo expects to close approximately 250 ceniers with a decrease in revenues of approximately $120 million. While the closure of underperforming centers decreases KLC OpCo’s revenue, rationalization is expected to increase both EBITDA and Adjusted EBITDA margins. mM Strategic acquisitions. The childcare market remains highly fragmented with for-profit chains comprising only 5% of the entire market. There are over 386,000 family-owned and operated centers, with each providing services to fewer than 13 children. KLC OpCo believes there are many opportunities to consolidate some of the family-run centers as well as some of the larger regional providers. BH Offer new products and services. KLC OpCo estimates that it services more than 200,000 families in a given year. KLC OpCo’s scope of operations makes it ideally positioned to market other products and services through its learning centers. KLC OpCo has already sold several additional lines of educational products and services at test locations including supplemental phonics, math, Spanish and music courses. KLC OpCo believes that product and service lines can be expanded to include additional educational and non-educational offerings such as medical insurance and student financing programs. Bi initiation of the Spirit of Service Program. The fundamental assumption of the Spirit of Service program is that sales are not separate from service—both are driven by relationships. To that end, the Spirit of Service program was designed to promote revenue growth by building a sales-oriented cultu