Expanding from a single school to multiple locations is no small feat. But at Children’s Lighthouse, franchisees are finding the systems, support, and demand they need to grow into multi-unit operators — creating both business success and community impact.
“Ours is really an executive model — franchisees are at a CEO-level role,” said Matt Kelton, Vice President of Franchise Development. “Franchisees hire directors who run the day-to-day activities. You have an executive team that runs the school, and they have years of experience. Once you get to two or three schools, you can hire a director who manages those directors. Our largest franchisee has 10 schools, for example.”
The Children’s Lighthouse model is designed to give franchisees the freedom to focus on strategy and growth while leveraging experienced educators to oversee daily operations. Kelton notes that this structure creates scalability and lifestyle balance.
“There are no late nights or weekends, which gives owners a lot of freedom and flexibility,” he said. “Many of our franchisees transition in while still managing their careers, and some operate as husband-and-wife teams. Owners are highly involved as they get started, with the opportunity to increase or decrease their involvement as the business grows.”
Kelton points out that growth is only possible because the brand equips owners with the right resources. “Having that director model is a critical piece, and we have several tools to help manage the business — technology, video monitoring, a whole suite of services,” he said. “We have the systems, processes, and tools to allow you to scale and manage the business.”
That infrastructure has attracted sophisticated investors and even private equity. “It’s a larger investment, and we have a lot of partnerships that do this,” Kelton said. “Some people are in their fifth school. If you look at the level of executives who typically look at this, they have big networks and can build those types of partnerships and put all the resources together to grow quickly. There’s a reason private equity likes it — the real estate play and overall demand for investment in general.”
For Alexis Legg, a Houston-based Children’s Lighthouse franchisee, the model has proven itself. Legg transitioned from a background in luxury hospitality and education to owning the brand’s first urban location — a school she opened in the middle of the pandemic.
“Really and truly, from the first initial call I had with anybody at the corporate office, it just felt right,” Legg said. “They’re still family-owned and operated. They put a lot of emphasis on being family-focused, which I really appreciated — both as a potential franchisee and as someone who values education. I was really surprised and impressed by their curriculum.”
Even after navigating the challenges of opening during COVID-19, Legg didn’t hesitate when asked if she would do it again. “One hundred percent I would do it again,” she said. “It’s like having children. Some days are amazing, and you remember why you did it. Other days, you think, ‘What have I done?’ But yes — it’s worth it. It’s tough, but it’s worth it.”
Now, Legg is preparing to open her second school in Houston. “We’ve signed another franchise agreement with Children’s Lighthouse,” she said. “We intend to open another location. For me, it’s about finding the right market — an area where early childhood education is valued. My goal for school number two is to replicate the success and community impact we’ve achieved with school number one.”
Legg credits much of her confidence in expanding to the franchisor’s support. “The royalty isn’t just a fee — it’s a resource fee,” she said. “I have a whole team at my disposal. That kind of backup gave me the confidence to move forward. I can call, text, or email and get help within 24 hours if I need it.”
Kelton adds that this level of backing is intentional. “We want our franchisees to grow,” he said. “We’ve built a model that can support single-unit owners, but also scale with those who want to create lasting legacies with multiple schools.”
For franchisees like Legg, scaling isn’t just about building wealth — it’s about expanding the reach of a mission-driven business. “I got into this to give families a reason to be happy — to help kids love learning and help parents feel good about where they leave their child every day,” she said.
With strong demand for quality early education, robust franchisor support, and a business model designed for growth, Children’s Lighthouse continues to empower franchisees to take their businesses to the next level.
To learn more about investing in a Children’s Lighthouse franchise, visit 1851franchise.com/childrens-lighthouse.
Children's Lighthouse
SPONSORED
Children's Lighthouse offers a proven model, rising demand for early education, and robust franchisee support, empowering owners to expand their impact and grow as multi-unit operators.
Expanding from a single school to multiple locations is no small feat. But at Children’s Lighthouse, franchisees are finding the systems, support, and demand they need to grow into multi-unit operators — creating both business success and community impact.
“Ours is really an executive model — franchisees are at a CEO-level role,” said Matt Kelton, Vice President of Franchise Development. “Franchisees hire directors who run the day-to-day activities. You have an executive team that runs the school, and they have years of experience. Once you get to two or three schools, you can hire a director who manages those directors. Our largest franchisee has 10 schools, for example.”
The Children’s Lighthouse model is designed to give franchisees the freedom to focus on strategy and growth while leveraging experienced educators to oversee daily operations. Kelton notes that this structure creates scalability and lifestyle balance.
“There are no late nights or weekends, which gives owners a lot of freedom and flexibility,” he said. “Many of our franchisees transition in while still managing their careers, and some operate as husband-and-wife teams. Owners are highly involved as they get started, with the opportunity to increase or decrease their involvement as the business grows.”
Kelton points out that growth is only possible because the brand equips owners with the right resources. “Having that director model is a critical piece, and we have several tools to help manage the business — technology, video monitoring, a whole suite of services,” he said. “We have the systems, processes, and tools to allow you to scale and manage the business.”
That infrastructure has attracted sophisticated investors and even private equity. “It’s a larger investment, and we have a lot of partnerships that do this,” Kelton said. “Some people are in their fifth school. If you look at the level of executives who typically look at this, they have big networks and can build those types of partnerships and put all the resources together to grow quickly. There’s a reason private equity likes it — the real estate play and overall demand for investment in general.”
For Alexis Legg, a Houston-based Children’s Lighthouse franchisee, the model has proven itself. Legg transitioned from a background in luxury hospitality and education to owning the brand’s first urban location — a school she opened in the middle of the pandemic.
“Really and truly, from the first initial call I had with anybody at the corporate office, it just felt right,” Legg said. “They’re still family-owned and operated. They put a lot of emphasis on being family-focused, which I really appreciated — both as a potential franchisee and as someone who values education. I was really surprised and impressed by their curriculum.”
Even after navigating the challenges of opening during COVID-19, Legg didn’t hesitate when asked if she would do it again. “One hundred percent I would do it again,” she said. “It’s like having children. Some days are amazing, and you remember why you did it. Other days, you think, ‘What have I done?’ But yes — it’s worth it. It’s tough, but it’s worth it.”
Now, Legg is preparing to open her second school in Houston. “We’ve signed another franchise agreement with Children’s Lighthouse,” she said. “We intend to open another location. For me, it’s about finding the right market — an area where early childhood education is valued. My goal for school number two is to replicate the success and community impact we’ve achieved with school number one.”
Legg credits much of her confidence in expanding to the franchisor’s support. “The royalty isn’t just a fee — it’s a resource fee,” she said. “I have a whole team at my disposal. That kind of backup gave me the confidence to move forward. I can call, text, or email and get help within 24 hours if I need it.”
Kelton adds that this level of backing is intentional. “We want our franchisees to grow,” he said. “We’ve built a model that can support single-unit owners, but also scale with those who want to create lasting legacies with multiple schools.”
For franchisees like Legg, scaling isn’t just about building wealth — it’s about expanding the reach of a mission-driven business. “I got into this to give families a reason to be happy — to help kids love learning and help parents feel good about where they leave their child every day,” she said.
With strong demand for quality early education, robust franchisor support, and a business model designed for growth, Children’s Lighthouse continues to empower franchisees to take their businesses to the next level.
To learn more about investing in a Children’s Lighthouse franchise, visit 1851franchise.com/childrens-lighthouse.
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