Founded in 2008 and based in Lanham, Maryland, 2U positioned itself as a premier Online Program Manager (OPM), contracting with top-tier universities to run their online degree programs. By 2019, the company was a billion-dollar operation, boasting partnerships with USC, Georgetown, and Yale. But cracks began to show as questions about cost, transparency, student outcomes, and aggressive recruiting practices became harder to ignore.
By 2023, 2U was bleeding cash, facing multiple lawsuits, regulatory scrutiny, and plummeting investor confidence. The final blow came when the company defaulted on over $450 million in debt. In July 2024, 2U entered and quickly exited Chapter 11 bankruptcy through a pre-packaged deal. The result: 2U is now a private company, with ownership largely transferred to distressed debt investors—Mudrick Capital Management, Greenvale Capital, and Bayside Capital (an affiliate of H.I.G. Capital).
These firms are known not for a commitment to education but for expertise in distressed asset recovery and aggressive restructuring. Mudrick Capital, for instance, made headlines for its role in the AMC “meme stock” frenzy. Bayside Capital has long operated in the shadows of high-risk debt markets, favoring fast-moving deals in stressed financial environments. Greenvale Capital, a lesser-known but analytically rigorous hedge fund, rounds out the group.
Following the takeover, 2U appointed Kees Bol as its new CEO and installed Brian Napack—a veteran of the education sector and former CEO of Wiley—as Executive Chairman of the Board. Whether this new leadership can turn 2U around remains unclear. For now, they are signaling a pivot toward non-degree credentials and corporate upskilling markets, away from costly master’s degree programs that saddled students with debt and poor returns.
But 2U’s shift is not merely a business story. Its implosion exposes broader flaws in the higher education–tech ecosystem. OPMs like 2U operated in a legal gray area, exploiting Title IV federal student aid without direct regulatory oversight. Critics, including lawmakers and consumer protection advocates, argue that these firms served more as enrollment mills than academic partners. The Department of Education’s efforts to rein in the industry through “bundled services” guidance and potential Gainful Employment rules came too late to prevent massive financial fallout.
The universities that partnered with 2U are also complicit. Many ceded control of curriculum design, admissions, and marketing to a for-profit company in exchange for a share of the revenue. In doing so, they risked their reputations—and in some cases, knowingly funneled students into programs with dubious value. These relationships, many of which are still active, should now be reexamined in light of 2U’s restructuring.
Students who enrolled in these programs, often with the promise of career advancement and elite credentials, are left with debt and degrees that may not deliver the expected return. As 2U retools its strategy under the control of financial firms, it's unclear whether these students—or future ones—will benefit at all.
Meanwhile, the venture capitalists and financial engineers behind the scenes have already cashed out or secured their positions in the restructured entity. Like so many stories in the for-profit education sector, 2U’s downfall was not just predictable—it was profitable for those who knew how to play the system.
Have you worked with 2U—or been affected by it?
The Higher Education Inquirer is continuing its investigation into 2U and the wider online program management (OPM) industry. If you are a former or current employee of 2U, Trilogy Education, EdX, or a related company, a university staff or faculty member who collaborated with 2U, a student or graduate of a 2U-powered program, a marketing contractor, admissions specialist, or vendor affiliated with 2U or its partners, or someone with knowledge of the company's restructuring or operations—we want to hear from you.
We are especially interested in experiences involving enrollment pressure tactics, misleading marketing, internal operations, financial mismanagement, compliance concerns, and revenue-sharing agreements with universities. If 2U’s collapse or restructuring affected your job, finances, or education, your story matters.
You can share information confidentially by contacting us at gmcghee@aya.yale.edu. Anonymity will be protected upon request.
