In a recent 1851 Franchise webinar, Publisher Nick Powills sat down with Children’s Lighthouse franchisees Vishal and Sheetal Thomas to discuss their deeply personal journey from frustrated parents to multi-unit franchise owners. Their story offers a compelling look into why Children’s Lighthouse was the perfect fit — not only for their children, but for their entire community in Raleigh, North Carolina.

From Preschool Frustration to Franchise Ownership

Vishal and Sheetal Thomas moved to the Raleigh area in 2002, attracted by strong school districts and job opportunities in corporate quality and management roles. But when their own children began attending preschool, they encountered a problem that would shape their future. "Our kids ended up attending four different preschools in six years," Sheetal said. "Nothing quite fit."

Recognizing how crucial early education is to childhood development, they saw the need for a structured, nurturing environment that could meet diverse learning needs. This led them to Children’s Lighthouse.

Why Children’s Lighthouse Felt Right

"We explored several franchise opportunities," Vishal said. "What set Children’s Lighthouse apart was not just the strong business model, but the culture. We had access to leadership early on, including the founder and development team. The connection just felt right."

The Thomases were especially impressed by Children’s Lighthouse’s curriculum, which offers advanced Pre-K programs tailored for children who may not fit traditional age cutoffs — a challenge they had personally faced.

The Emotional Shift From Corporate to Community

"Leaving a successful corporate career wasn’t easy," Sheetal said. "But we were looking for purpose, not just a paycheck. Children’s Lighthouse gave us that opportunity to do good for others while doing well for our family."

Vishal continues to work in his corporate role focused on organizational culture, but he draws connections between both worlds. "There’s cross-pollination," he said. "What I learn as a business owner informs how I lead at work, and vice versa."

Building a Legacy in Raleigh

Today, the Thomases own and operate two Children’s Lighthouse schools in the Raleigh area. "Every day, we see the impact," Sheetal said. "Graduation season is especially powerful — watching kids go from six-week-old infants to confident, creative Pre-K graduates ready for the world."

Vishal echoes the sentiment: "You can make money in a lot of ways. But this business gives us joy. It lets us do well by doing good."

Advice for Aspiring Franchisees

To those considering franchising, Vishal and Sheetal offer heartfelt advice: "If you’re passionate and aligned with the mission, jump in. Don’t wait for the perfect time, because it may never come. Your past career isn’t wasted — it’s the foundation you build on."

A transcript of Thomases’ interview with Powills appears below. It has been edited for brevity, clarity and style.

Nick Powills: These are absolutely my favorite types of interviews. Now, I typically say that for all franchise interviews, but I also work with my wife, so I love this story, too — it’s such an interesting dynamic. Thanks, guys, for joining me.

Whoever wants to go first, I like to kick off with the one scripted question, which is: What is your accidental franchise story? Whoever wants to go, go ahead — and then we’ll jump into more of a discussion.

Sheetal Thomas: Sure, I can go first.

Vishal and I moved to the area in 2002 for our first jobs in quality and corporate management. Very early on, we fell in love with the area. We wanted to raise our kids here and take advantage of the great school districts and the amazing universities around the Research Triangle Park.

As we were thriving in our corporate careers, we were relying heavily on preschools to help us balance work and family life. We saw firsthand the impact our preschool had on our children, who were two and five at the time. Through some personal experiences — which I’m happy to share — it led us to want to give back to the area that had given us so much. Not only was it our first home and our first jobs, but it was where we were raising our two beautiful children.

We wanted to give back in the same way we had received — through quality early learning programs — and eventually found a niche offering with Children’s Lighthouse. It was the perfect marriage of both our goals and values.

Vishal Thomas: And if I may add — anyone getting into business has to be a bit naive, right? You don’t know what you’re getting into. When we started our journey, we were at a point in our careers where our kids were growing up and we needed more flexibility. Both of us were traveling quite a bit for work, and we wanted more control over our schedules.

There’s also always this vision of being your own boss, and that was very appealing. Small business ownership made sense to us. Childcare was something we could relate to. It gave us a sense of purpose.

But we also knew we didn’t have a background in childcare. That’s where franchising came in. We spoke with a number of different franchise companies, but Children’s Lighthouse just felt right. The people, the connection we built with ownership and management — it all just felt right.

We signed in 2013 and opened our first school in 2017. It’s been a journey — but I’ll pause there for any follow-up questions.

Nick: Now I have a million follow-up questions — that was a great opening. So Sheetal, maybe I’ll start with you. You were in a career and then made a pivot. Emotionally, what was going on in your mind as you shifted from collecting a paycheck to being in charge of your own family’s financial outcome? What was that internal journey like?

Sheetal: Absolutely. If we backtrack to when our kids were little, we were constantly tagging each other in and out because we were traveling all the time for work. I was jet-setting to Chicago and all around the world, managing suppliers for various quality and service industries.

At some point, I felt like we had done really well — we felt accomplished. But going through Maslow’s hierarchy of needs, we realized we were ready for more purpose. We wanted to do something bigger than ourselves.

We both love kids. We’ve truly enjoyed parenting and raising our children. This venture was a way to keep that inner child alive while doing something meaningful for others. We saw it as a way to extend what we experienced with great early education to other families — and the greater community — through our school and fellow franchisees.

The stars really aligned for us. I didn’t have a strong reason to give up my flourishing career — and neither did Vishal. That’s where the executive model of ownership at Children’s Lighthouse really made sense. The home office team has always been a pleasure to work with. We’ve had strong access to our business coaches and operations team, and now even more marketing support and brand recognition in our area. It’s been a build — year over year — to get to where we are now in Raleigh and Cary.

Nick: How did you shift your identity? There’s a different identity in having an employer versus being the one in charge. You said you had a great career — there wasn’t really a trigger pushing you to quit, other than wanting more flexibility and less travel. So how did you navigate that shift?

Sheetal: I’ll share a personal anecdote. Our 17-year-old daughter was recently recruited into a Division 1 college soccer program in Boston. Her love for sports started back in preschool. I remember vividly when one of her preschool teachers encouraged us to put her in soccer lessons because she was outrunning everyone.

And our son, who’s now 14, is incredibly social. He’s an amazing communicator, and his love for reading also started in preschool. We experienced firsthand the importance of early education.

So yes, jumping from a consistent paycheck and dependable income into the deep end of business ownership was scary. But I leaned heavily on Vishal — he took a sabbatical from work for a year to help get our operations off the ground.

Vishal: Yeah, I’ll add to that. Going from working for someone else to running your own business — no one can truly prepare you for it. Especially when you’re a first-generation business owner. You’re learning on the job.

The first few days and weeks after opening, reality hits hard. There are definitely weak moments where you ask yourself, “Why did I do this?” It can be lonely at the top because you’re responsible for everything. Every decision stops with you. And you have to think about the greater good — not just one child or one family, but your whole school community. That’s a huge responsibility.

And Sheetal really takes that on. In those early weeks, there were a lot of tears, sweat, and stress. But as you do the work, you gain confidence over time. You feel like, “Okay, I’ve got this.” And then a new challenge shows up, just like COVID did. But you learn to navigate it.

Being agile and relying on traits like emotional intelligence and a strong work ethic — those are the things that help you make it through.

Nick: You mentioned earlier that you looked at other businesses but ultimately felt most comfortable with Children’s Lighthouse. I’ve seen it come down to two reasons why someone says yes: the business model and the culture. Obviously, the model has to make financial sense. But the culture side is huge — some brands feel too much like a P&L spreadsheet or a corporate environment, and that turns people away.

Were those two elements — business model and culture — what you were evaluating? And what ultimately pushed you to say yes?

Vishal: Yes, you’re absolutely right. We looked at several other franchise companies, many of which were larger, with bigger networks.

We were confident in the childcare industry itself. There’s always going to be demand for early childhood education. Parents need a safe, nurturing place where their kids can thrive while they pursue their careers.

But when we spoke with various franchise companies, the time and access we were given varied a lot. That’s where Children’s Lighthouse really stood out. They never rushed us. They made time to answer all our questions. We had access to the owner of the company early on, as well as the head of business development. Everyone was welcoming and transparent.

We also had the chance to speak with existing franchisees, and that told us a lot. We visited a few of the schools in person and saw the program in action. That built our confidence.

At the time, there wasn’t a single Children’s Lighthouse in our area. We were among the first, so we had to take ownership of building brand awareness in our community. But we believed in it from the start.

Sheetal: Exactly. And going back even further — about 15 years ago — our son was four years old, and we were looking for a program that could accommodate him. He had an October birthday and missed the August 31st cutoff in North Carolina to start elementary school.

We toured multiple schools — big box chains, mom-and-pop centers — but none of them had a program for five-year-olds who missed the cutoff. Children’s Lighthouse did. They had an advanced Pre-K curriculum, so he wouldn’t have to repeat the same classroom experience. That was when we knew this program stood out.

We experienced the benefits firsthand. It was best-in-industry back then, and they’ve continued that leadership year after year. Their curriculum and niche approach have remained consistent and impactful.

Nick: So walk me through what was going on in your minds — and in your home — between signing in 2013 and opening in 2017. There’s obviously a timeline here: you had to find real estate, develop it, build infrastructure. This isn’t a “man-in-a-van” type of business — it’s a real production. What were those conversations and emotions like during those four years?

Vishal: I’ll kick this off. There was a lot of hard work and, honestly, a lot of frustration.

You could almost think of it as two separate projects: developing and building the school, and then operating the school. Each had its own set of challenges.

What we didn’t fully appreciate going in was how hard it would be to find the right site. We had to navigate local municipality rules, permitting, and zoning. When we first signed, we thought it would take maybe a year or two. It ended up taking four.

We went through several potential sites that fell through for different reasons. One time, we started due diligence on a piece of land, and then the seller just decided not to sell. Another time, we discovered that there were rocks underground that would’ve made excavation cost-prohibitive.

There were just so many unknowns. It was a huge learning curve, and we had to stay financially and emotionally committed. A couple years in, we honestly questioned whether it was ever going to happen. We were knocked down a few times, and confidence started to waver. But we stuck with it.

Eventually, we were very fortunate with the location we secured.

Sheetal: And that’s where the true partnership came into play. Vishal tends to be very left-brained — he’s got a sharp eye for numbers and logistics. My background in quality is more creative, so I’m definitely more right-brained. Those are the people I work with on a daily basis — our teachers are so creative and so good at what they do.

That balance between optimizing costs and maintaining quality — that’s how we ended up with this beautiful final product.

Nick: It’s fascinating. This entire category takes time. And the bigger the investment — both in what it costs to get in and what you might eventually earn — the more complexities come with it.

You do get to shortcut some things with the franchise system — operations, curriculum, architectural planning — but you still have to keep your mind focused on your “why.” You mentioned there were moments where you doubted it would happen, but you stayed focused on that north star.

That’s something I love about this investment category. When you look back at your careers and all the sophistication you had to develop to weather the storm, you realize that was all necessary to get that school open.

So now give me a sense of happiness — where are you guys at now? Do you take time to pinch yourselves and recognize how far you’ve come?

Sheetal: Oh yeah, every single day. I truly believe I have the best job in the world. It’s so rewarding to walk into the school and get those unconditional hugs from the children.

They come to us as infants — just six weeks old — and we watch them grow into these smart, thriving, well-rounded pre-K graduates. We’re coming up on graduation right now, and we get to see them up on stage telling us — and their families — what they want to be when they grow up. It’s incredible. You hear about scientists, musicians, artists… it makes everything worthwhile. It’s pure joy.

Vishal: Exactly. When you’re getting into a business like this, you have to love what you do. Yes, there’s a business opportunity. But beyond the economic side, you have to find joy in the product you’re delivering and the impact you’re making in your community.

That’s what gives us satisfaction. We’re doing well by doing good. Right now, we’ve got two schools — one we built from the ground up, and another we acquired. Both are in the Raleigh area. We’re focusing on continuing to operate and improve what we’ve built. And who knows what the future will bring?

We feel like we’re in a great spot — we’ve found a balance between enjoying our personal lives and running a strong, impactful business.

Nick: Just to clarify — Vishal, you’ve maintained your corporate career, and Sheetal, you’re operating the schools. Is that correct?

Vishal: Yes, that’s correct.

Nick: So how’s that been for you, Vishal — maintaining your corporate work while also being entrepreneurial through this franchise? Was that something personally meaningful to you?

Vishal: You know, I didn’t think I’d stay in the corporate world this long. But the work I do now is incredibly fulfilling. I work in the space of organizational culture, and I genuinely enjoy it — that’s what’s kept me going.

When we first opened the business, I took a sabbatical to help get things off the ground. But since then, we’ve realized that it’s actually better to have one clear boss in the operation. Having both of us too involved in day-to-day decisions wasn’t productive.

Now, Sheetal runs the operations. I play more of a non-executive director role. I help in the background, pitch in on weekends, and provide strategic support when needed.

What’s been fascinating is seeing the contrast between the corporate world and small business ownership. The cultural differences, the challenges — it’s eye-opening. And honestly, I think both worlds benefit from each other. What I learn in one space often translates into the other.

Nick: Kudos to your company for recognizing and supporting that. I actually wrote a column once called “Catch the Entrepreneur Before They Catch You.” The idea was that most companies, when they sense someone’s entrepreneurial, they push them away. They don’t want change or innovation — they want people to fall in line.

But if you can capture that entrepreneurial spirit, it leads to meaningful contributions. In your case, you’ve opened two businesses, and your company still values your brainpower. Whether they realize it or not, the things you think about outside of work likely influence your work in positive ways.

Vishal: Absolutely. I’ve been very fortunate that my employer is progressive in that way. And yes — everything I’ve experienced through entrepreneurship, I bring back to the corporate world. There’s a lot of cross-pollination, even though the scale is different. I’m grateful to be in that position.

Nick: I spoke with a franchisee last week, and I asked, “What’s your advice to others?” He said, “Just do it.” I bring that up because someone’s watching this right now, sitting on the sidelines. What advice do both of you have for someone considering franchising?

Sheetal: From our experience, I know our success is built on the foundation of education. We’re both engineers by training. We got our master’s degrees in quality and tech management.

I believe that as long as you have passion for the business you’re pursuing, you’ll do everything in your power to make it successful. For us, it was the perfect marriage — our backgrounds aligned so well with the top-down culture at Children’s Lighthouse.

It’s not about making a quick buck. It’s about making a difference and building something that will sustain into future generations.

Vishal: As a first-time entrepreneur, there’s so much hesitation. We experienced that firsthand. Looking back, we often say, “We should’ve done this sooner.”

It’s like jumping into the deep end and learning how to swim. There’s never a perfect time. The economy will change. Interest rates will fluctuate. Politics will shift. But being an entrepreneur is about how you navigate those challenges.

It’s about building a core skill set and learning how to apply it no matter what’s thrown at you. The challenges you face today won’t define your success — but how you respond to them will.

Nick: That’s such strong advice. When I think through your story — making the leap in 2013, navigating four years of uncertainty to open your first school, then COVID hit — it didn’t make it easy, but you already had a sense of what real stress and resilience looked like.

Sometimes the timing of when you say “yes” seems off, but later, it all makes sense. All the ingredients you picked up through your career helped you make that leap when you were finally ready.

A lot of people think, “But I’ve invested in this career. I’ve put in the time and education — am I really going to walk away from that?” But you’re not walking away. You’re building on it. It might be a pivot, but you’re using everything you’ve learned.

Your story is beautiful. You’ve built something impactful together. You’re multi-unit operators. You work together. I’m so grateful you both shared your journey with me today.

Watch the full webinar here. 

To find out more information on costs to buy this franchise, please visit https://1851franchise.com/childrens-lighthouse.