The global learning crisis is staggering: 70% of 10-year-olds in low- and middle-income countries cannot understand a simple text. In emerging nations, only 3% of the population knows what most 10-year-olds should, and in the U.S., just 56% of fourth-graders perform at grade level in math — a sharp decline from 69% in 2019.
For disruptors like Paulo Batista, these statistics represent not just a challenge but an opportunity. “If you want to create an impact business, look for a problem, a big problem, and find a solution,” he says.
Six years ago, Batista founded Aliquest Group, which combines cutting-edge instruction with AI to deliver high-quality education at subsidized prices. Aliquest’s methodology fosters a growth mindset, enabling students to recover a year’s worth of curriculum in just two months and equipping them for emotional and professional success.
In helping more than 100,000 students so far, Aliquest has made solving big problems good business.
It’s all about your network
When Batista joined YPO at 29, he was the Founder and CEO of Dental Cremer, which he sold in 2017. With the support and encouragement of the peers in his YPO forum, he developed his global vision for Aliquest in 2018. Today, he continues to leverage the broader YPO network to unlock new opportunities.
Batista attended YPO’s Global Business Summit looking to secure the funding he needs to expand globally. He was one of more than 1,000 leaders who traveled to Dubai to learn about future investment trends and discovered that the next generation of investors is focused on meaningful impact.
“Business is the best way to change the world,” he says.
There, his Aliquest presentation beat out 100 other entrepreneurs in a competition for funding. That, plus the mentorship and conversations with 33 new investors, fast-tracked his expansion plans.
Aliquest is launching a partnership model in six key regions, supported by local advisory boards comprised of YPO members and spouses. The company will recruit the adult children of YPO members (members of YPO Next Generation) as country managers to secure initial contracts and lay the foundation for regional growth.
“This process will help us expand to 130 countries,” Batista says. “The support from YPO is accelerating our plans.”
Global leaders recognize the need to close the education gap
Aliquest aligns with the values and addresses the challenges of the investors and CEOs who make up YPO’s membership.
“Trust is an important element in YPO. We scale trust fast, which makes it easier to engage YPO investors,” explains Batista.
Education and its impact resonate deeply with CEOs. Many have witnessed the struggles within their countries and companies, including low labor productivity and skill shortfalls affecting their workforce and communities. “They see the shortfalls of education in their employees and the sons and daughters of their employees,” Batista notes.
As leaders who have often benefited from exceptional education, YPO investors understand its transformative power. This shared recognition of education’s value and Aliquest’s mission-driven model make it a compelling investment opportunity.
Getting your foot in the door
Batista recounts a pivotal moment that underscores the unique value of a peer network. At the Global Impact Summit in Costa Rica in 2023, he met fellow YPO member Will Chuckawat, Co-Leader of M&A for BakerHostetler, who introduced him to Tim Purnell, a former superintendent, CEO of the Montessori Association of Schools, and leader in the National Board of School Districts.
Recognizing the potential of Aliquest, Purnell became an adviser, and within a week, he facilitated meetings with three schools, all of which embraced the concept. Carol Hansen, another YPO peer connection, is handling all the back-office and regulatory work that has been instrumental for entry in the U.S. market.
“Imagine if I had to do it alone, without YPO,” Batista reflects.
Maximize the good impact
“The biggest challenge in running an impact business is framing it as a solution to a large market, not just enhanced philanthropy,” says Batista.
Because business creates jobs, generates income and solves problems through products or services, Batista contends every business is an impact business.
“Every business is an impact business,” he explains. At its core, business creates jobs, generates income and solves problems through products or services. But Batista adds that every business creates both positive and negative impacts. “The goal is not to avoid impact, but to maximize the positive and minimize the negative.”
This requires aligning impact initiatives with business goals. Companies can reduce harm by supporting environmental or community efforts, building goodwill and lowering risks. Batista stresses that sustainable, financially sound strategies are essential.
“This isn’t about philanthropy or trends; it’s about understanding the good you can create, the harm to address, and who matters most to your business.” By embedding impact into core strategy, companies strengthen both society and their long-term success.
It’s all about the plan
For Batista, a solid business plan is the foundation of any sustainable venture. “Bad impact investing relies too much on purpose — saving the planet without solid returns isn’t sustainable,” he says.
“I deeply believe in philanthropy, practice it and applaud everyone who does it, but impactful ventures should not sacrifice returns or mimic philanthropy but instead solve critical challenges through sustainable, scalable business models.”
In education, Batista highlights a trillion-dollar market opportunity by addressing access to affordable learning solutions for underserved communities.
“Traditionally, education for the poor has been viewed as the government’s or NGOs’ responsibility,” he notes. “The next generation must see it as a viable product, much like education for the wealthy.”
What the future holds
Aliquest is gearing up for a USD10-15 million funding round to fuel its global expansion and the development of a groundbreaking, gamified learning solution.
“We’re creating an app that delivers personalized education through a gamified experience, teaching at the right level for each student,” says Batista. The funding will support key hires, legal setups, and the launch of this innovative project, shelved since 2021, while engaging YPO members to shape its geographic priorities.
Batista emphasizes Aliquest’s unique positioning. “We started in Brazil because I’m Brazilian —it was easier to test, learn and make mistakes here.” Yet the U.S. remains its largest opportunity, combining “a huge problem in learning poverty with the biggest economy in the world — a powerful combination.”
Aliquest is able to deliver high-quality education at a disruptive price point, achieving profitability with a 50% growth margin and 28% EBITDA.
Looking ahead, Aliquest’s sights are set on India, one of the largest emerging markets. “India offers immense potential with a population six times the size of Brazil, even at a lower ticket price,” Batista explains. The company plans expansion into a host of other key markets like Pakistan, Dubai, Egypt, Nigeria, Indonesia, Ecuador, Puerto Rico, South Africa and the Philippines — regions ripe for addressing educational gaps.
With its bold vision and innovative approach, Aliquest isn’t just scaling education; it’s redefining what’s possible on a global scale.
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