Jeff Brazier , chief development officer at  Kiddie Academy , leads the charge in expanding the early childhood education franchise, which has been a trusted name in childcare for over 40 years.  Kiddie Academy , franchising since 1992, focuses on owner-operated academies that provide children with a safe, nurturing environment while offering franchisees a comprehensive support system. Brazier, who joined the company nearly nine years ago, brings a unique background in sports and franchise development to his role, shaping Kiddie Academy’s success and growth. Brazier recently sat down with 1851 Franchise’s  Nick Powills on the  "Franchisor Hot Seat" podcast to share his journey into franchising, his insights on franchisee selection and Kiddie Academy’s plans for the future. Reflecting on his transition from a career in sports to franchising, Brazier said, “I worked in the sports industry for a long time. I started my career working in the scouting department for the Baltimore Orioles … then I worked for a company helping kids get into college to play baseball.” That experience, combined with his wife’s background in education, made the connection to Kiddie Academy a natural fit. He describes his progression from franchise development sales to his current executive role, noting that COVID presented a "trial by fire" that shaped his leadership style. Throughout the conversation, Brazier emphasizes the importance of identifying the right franchisees, comparing the process to scouting talent in sports. “At Kiddie Academy, we look for prospective franchisees who fit our system and have the specific skills to be successful,” he said, adding that the company prioritizes candidates who align with their values, particularly when working in a field as sensitive as childcare. With over 343 locations open and 75 in the pipeline, Kiddie Academy’s success stems from its robust support system, innovative practices and the strong relationships it builds with franchisees. Looking ahead, Brazier expresses confidence in Kiddie Academy’s continued growth, highlighting new opportunities in both traditional and emerging markets. He notes that their mature academies exceeded $2 million in average gross revenue this past year, showcasing the strength of their model. With demand for childcare services higher than ever, Brazier affirms that Kiddie Academy is well-positioned to maintain its momentum and expand its impact. A transcript of Powill’s interview with Brazier has been provided below. It has been edited for clarity, brevity and style. Nick Powills: Welcome to another episode of the Franchise Hot Seat. Today, we are talking Kiddie Academy. Jeff, thanks for doing this. Jeff Brazier: Thank you, Nick. Powills: The way we kick these off is with your story. How did you accidentally fall into franchising? Brazier: I would relate it back to my family. Before franchising, I worked in the sports industry for a long time. I started my career working in the scouting department for the Baltimore Orioles, so I’m a big Orioles fan. Then I worked for a company helping kids get into college to play baseball. One of the kids I worked with is now the manager of the Guardians. As I started a family, I was traveling a lot at the time and looking for something different. I always thought I could do sales, so I was looking at sales positions. My wife is a teacher in the public school system, and I came across an opportunity for a director of franchise development sales position with Kiddie Academy almost nine years ago. I got interviewed and really liked the connection of helping kids get into college to play sports and helping potential entrepreneurs open their own businesses, specifically in childcare. It connected with me. I did the position for a couple of years, was offered the VP of franchise development position in 2018 and then became the chief development officer in 2020. Then COVID hit, so it was a trial by fire, but I’ve been in that position since 2020. Powills: Lots to unpack. First, my children’s middle names are Wrigley and Field. That shows how much I like baseball. Cubs, not Orioles, even though you have a great manager who came from the Cubs. When I fell into franchising, I started listening to the stories of franchisees. Someone invests their life savings into a business they have little to no control over. Very quickly, I felt they were equal to rock stars or athletes. The vision or dream was equally as big. Did that feel the same to you? Brazier: Yeah, it did. When you think about sports, you have a set of skills and try to see how those skills fit. Can I play at a Division I, II, III or junior college program? It’s the same when thinking about owning a business. What is their skill set? At Kiddie Academy, we look for prospective franchisees who fit our system and have the specific skills to be successful. Anyone opening a business wants to be successful and find the right brand that connects with them. When it comes to children, there’s a lot that resonates. For me, the sports and franchise pieces connect. I’m a competitive person, and when you open a business, you’re competing for customers and brand awareness in the market. Powills: As a scout, you’re looking for talent and evaluating cost versus impact. Does that give you a superpower when evaluating franchisees? Brazier: I think so. We’ve been operating for 40 years and franchising since ’92. What I learned in my sports career — evaluating people — is crucial when offering someone a franchise. Just like sports, you’re not always going to hit on every single opportunity. But there are underlying pieces that make someone successful. I was watching a video about grit and how it helps in sports. Entrepreneurship is the same way. There are ups and downs. COVID was one of the biggest challenges for business owners. I look for commitment to the business and vision of the franchise. At Kiddie Academy, we ensure we find the right franchisees. If it’s not the right fit, we’re upfront about it. It’s not a negative — just a different context. Powills: When helping someone figure out how to go from high school to college athlete, you manage communication between the athlete and their parents. Do you carry that skill forward to manage expectations with potential franchisees? Brazier: Yes, at the end of the day, someone’s investing a substantial amount. You want to make sure the system is right for them. Going back to sports, you ensure the school makes sense for the athlete. This is the same — ensuring the franchise fits their aspirations and future goals. Some may have extra money and want to invest while keeping a full-time career, but that might not fit every franchise. At Kiddie Academy, we’re an owner-operated franchise. When dealing with children, safety, security and care are critical. We ensure potential candidates align with these values and their future goals. Powills: Let’s switch to the brand. In your category, there are many competitors. Demand seems greater than supply, meaning competitors can coexist in the same market. If I said, “Why you, why now?” how does the brand stand out? Brazier: What we’ve built over the last 40 years with our curriculum and structure sets us apart. When investing in a franchise concept, you’re also investing in the people. Our system supports franchisees with marketing, IT and operations. We’ve been at the forefront of innovation, from digital enrollment to COVID preparedness. We’ve also built strong relationships with our franchisees, which has led to over half our system being owned by multi-unit operators. It’s a business opportunity that can be replicated. Powills: Can someone secure multiple locations upfront, or is it one at a time? Brazier: Depending on your structure, financial background and goals, you can secure more than one location upfront. But operational success is key to growth. Some franchise owners add partners in new markets if their current area has limited growth opportunities. Every market is different, especially in childcare. Powills: What’s the investment? Brazier: Our minimum liquidity requirement is $250,000, with a net worth of $750,000. Opening a lease project ranges from $400,000 to over $1 million. Most franchisees use SBA lending with a 20% cash injection. Forty percent of our system owns their real estate, which can range from $4.5 million to $7 million. From a revenue standpoint, our mature academies exceeded $2 million in average gross revenue this past year. Powills: How did the last year look in terms of growth, and what’s your vision for 2025 and beyond? Brazier: We’ve opened 22 locations so far this year, with more pending. Next year is poised to be a record year, with 75 locations in our construction pipeline. We’re marching toward 400 units, with 343 currently open. Despite our size, there’s still a lot of green space, especially in states like Texas, Florida, Georgia and now less traditional markets like Wyoming, the Dakotas and Montana. Powills: Jeff, your calmness and approach are impressive. You wouldn’t have been here as long as you have if you were misguiding franchisees. I’m grateful for the conversation. Brazier: Thank you, Nick. I appreciate the opportunity and what you guys do at 1851. Powills: For Jeff, I’m Nick. This is another Franchisor Hot Seat. Take care. Watch the entire interview above or on  YouTube . 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