Roberto Ortega never set out to become a franchisor. He and his wife simply wanted to open schools that made a real difference in children’s lives. But after seeing the impact their early KLA Schools were having, it became clear there was a bigger opportunity.
“We realized there must be others like us—people who dream of owning their own school but don’t know how,” Ortega told 1851 Franchise’s Nick Powills on an episode of “The Franchisor Hot Seat.” “That’s when we started looking into franchising, so we could share the recipe for our success and help others go into business for themselves, doing something meaningful — educating and preparing children for elementary school.”
That realization led to a franchise model built on passion and a unique educational approach that puts children’s interests at the center. Ortega isn’t just handing over a playbook — he’s building alongside his franchisees.
“We’re a hybrid organization — both a franchisor and an operator of corporate schools,” said Ortega. “We want to grow with the right franchisees in the right markets while also expanding our corporate-owned schools”
For Ortega, success is measured by more than enrollment numbers or profitability. It’s about seeing kids excited to learn, parents eager to stay and franchisees proud of what they’ve built.
“You get to be profitable while doing something that matters,” said Ortega. “Your profit has purpose. That’s what makes it special.”
A transcript of Powills’ interview with Ortega has been provided below. It has been edited for brevity, clarity and style.
Nick Powills: How did you accidentally fall into franchising? What’s your franchise history?
Roberto Ortega: I had a beautiful concept with KLA Schools. We opened our first schools in 2008, 2009 and 2010, and they were very successful. Parents loved the concept, and my wife and I were thrilled by the impact we were making on the children and the staff. We realized there must be others like us — people who dream of owning their own school but don’t know how. That’s when we started looking into franchising, so we could share the recipe for our success and help others go into business for themselves, doing something meaningful — educating and preparing children for elementary school.
Powills: Before you created the business, did you ever consider becoming a franchisee of something else, or did you always plan to build your own?
Ortega: Becoming a franchisee of another brand was never an option for me. I have an entrepreneurial spirit, and I felt we could do this ourselves. My wife already had experience in child care and a deep love for children, which is the most important ingredient in this field. She had her own preschool and had worked for others, and she saw a gap in the market for a different kind of curriculum — something child-initiated and focused on children’s interests. We were pioneers in that space back in 2008 and 2009. It’s more common now, but it’s still hard to implement well. That concept became the foundation for KLA.
Powills: You launched during a tough economic time. Did people in your life question that decision?
Ortega: Actually, I made the best deals during that time. Even in economic downturns, the last thing people want to cut is investment in their children’s education. I saw that firsthand in Miami, which was heavily impacted by the recession. But challenges brought opportunities — like securing prime real estate at great prices. People still invest in education, but during tough times, they want to be sure they’re getting value. That’s when it becomes even more important to showcase what makes your offering truly impactful for children.
Powills: Do you try to help potential franchisees think beyond current economic conditions? That even in turbulent times, better deals can be made if you're planning ahead?
Ortega: Absolutely. In a highly specialized business like ours, the process from signing to opening can take one to two years. So you’re not operating in today’s conditions — you’re planning for the future. The exception is commercial real estate, which can impact us immediately. But right now, it's a tenant's market, which opens up more opportunity.
Powills: Your business model isn’t one-size-fits-all in terms of real estate. Is that flexibility part of the magic?
Ortega: Yes. We find the best markets and then get creative with the space. Great schools don’t have to be identical. We’ve retrofitted old gyms, restaurants, warehouses — even multi-story buildings. What matters most is the environment we create inside. Franchisees appreciate that we give them a clear prototype and standards, but also room to personalize their schools and make them their own.
Powills: Why do you think larger brands often focus more on uniformity than the actual education?
Ortega: Maybe they’re focused on enterprise value — thinking consistent buildings and operations will scale easier and fetch a higher valuation. But today’s parents and franchisees value uniqueness and creativity. It’s difficult to be innovative when all your locations look the same. You can still scale and think about enterprise value while embracing flexibility and creativity.
Powills: What’s your vision for the future of KLA?
Ortega: Our vision has always been consistent. We’re a hybrid organization — both a franchisor and an operator of corporate schools. We want to grow with the right franchisees in the right markets while also expanding our corporate-owned schools. Having our own schools gives us boots on the ground. It keeps us in touch with the classroom experience, which is essential to supporting our franchisees. Our curriculum is inspired by the Reggio Emilia approach, which relies heavily on understanding children’s interests. That only works if we stay closely connected to classroom dynamics, which our corporate schools allow us to do.
Powills: When a franchisor keeps opening corporate locations and franchisees keep expanding, doesn’t that indicate the business is working?
Ortega: Absolutely. When I approve a franchisee’s site, I use the same criteria I would for my own corporate schools. None of our schools have ever gone dark. I underwrite them as if they’d become corporate schools if necessary. If a franchisee wants to exit, I’ve already evaluated the site in that light. That gives our franchisees peace of mind.
Powills: Do franchisees understand how much that protects them?
Ortega: I think so. If I were in their shoes, that’s exactly what I’d want from a franchisor. You really get to know a partner not in good times, but in hard times. Knowing the franchisor would step in if something happened — that offers peace of mind.
Powills: What’s your bigger dream — your North Star?
Ortega: We want our corporate schools to be more than support centers — they should model what education should be. One of our schools goes through fifth grade, and we’ve seen how this approach prepares students. Our goal is to educate communities on why this method works. Not everyone will become a franchisee, but even teachers who never open a school can take this approach and use it. I truly believe it’s the future of education. We’re already seeing it extend to elementary, high school — even college.
Powills: Is the race against time what keeps you up at night?
Ortega: No. I just want to reach as many people as possible. Whether it’s 1,000 or a million, I’ll be satisfied knowing I did my best. It’s not just what children learn — it’s how they learn. Every curriculum covers math, science, literacy — but the how makes all the difference.
Powills: What’s the breakthrough moment for this approach?
Ortega: It’s the combination of social-emotional development with academics. There’s a misconception that child-led learning means chaos, but that’s only true if it’s done wrong. The real challenge is aligning a child’s interests with academic goals. That’s what keeps them engaged and excited to learn. Projects have to be meaningful and connected to academic outcomes.
Powills: Final question. If someone’s watching this — say a franchise lawyer — what should they know about this opportunity?
Ortega: It’s one of the most rewarding businesses I’ve ever done. Walking into a school filled with happy children, families and teachers is fulfilling. When you see that, and the schools are full, and the business is profitable — it’s the best feeling. You get to be profitable while doing something that matters. Your profit has purpose. That’s what makes it special.
Watch the full interview here.
To find out more information on costs to buy this franchise, please visit https://1851franchise.com/kla-schools.
KLA Schools
SPONSORED
KLA Schools President and CEO Roberto Ortega shares how creativity, flexibility and a child-led curriculum have made his model both financially sustainable and fulfilling for franchisees.
Roberto Ortega never set out to become a franchisor. He and his wife simply wanted to open schools that made a real difference in children’s lives. But after seeing the impact their early KLA Schools were having, it became clear there was a bigger opportunity.
“We realized there must be others like us—people who dream of owning their own school but don’t know how,” Ortega told 1851 Franchise’s Nick Powills on an episode of “The Franchisor Hot Seat.” “That’s when we started looking into franchising, so we could share the recipe for our success and help others go into business for themselves, doing something meaningful — educating and preparing children for elementary school.”
That realization led to a franchise model built on passion and a unique educational approach that puts children’s interests at the center. Ortega isn’t just handing over a playbook — he’s building alongside his franchisees.
“We’re a hybrid organization — both a franchisor and an operator of corporate schools,” said Ortega. “We want to grow with the right franchisees in the right markets while also expanding our corporate-owned schools”
For Ortega, success is measured by more than enrollment numbers or profitability. It’s about seeing kids excited to learn, parents eager to stay and franchisees proud of what they’ve built.
“You get to be profitable while doing something that matters,” said Ortega. “Your profit has purpose. That’s what makes it special.”
A transcript of Powills’ interview with Ortega has been provided below. It has been edited for brevity, clarity and style.
Nick Powills: How did you accidentally fall into franchising? What’s your franchise history?
Roberto Ortega: I had a beautiful concept with KLA Schools. We opened our first schools in 2008, 2009 and 2010, and they were very successful. Parents loved the concept, and my wife and I were thrilled by the impact we were making on the children and the staff. We realized there must be others like us — people who dream of owning their own school but don’t know how. That’s when we started looking into franchising, so we could share the recipe for our success and help others go into business for themselves, doing something meaningful — educating and preparing children for elementary school.
Powills: Before you created the business, did you ever consider becoming a franchisee of something else, or did you always plan to build your own?
Ortega: Becoming a franchisee of another brand was never an option for me. I have an entrepreneurial spirit, and I felt we could do this ourselves. My wife already had experience in child care and a deep love for children, which is the most important ingredient in this field. She had her own preschool and had worked for others, and she saw a gap in the market for a different kind of curriculum — something child-initiated and focused on children’s interests. We were pioneers in that space back in 2008 and 2009. It’s more common now, but it’s still hard to implement well. That concept became the foundation for KLA.
Powills: You launched during a tough economic time. Did people in your life question that decision?
Ortega: Actually, I made the best deals during that time. Even in economic downturns, the last thing people want to cut is investment in their children’s education. I saw that firsthand in Miami, which was heavily impacted by the recession. But challenges brought opportunities — like securing prime real estate at great prices. People still invest in education, but during tough times, they want to be sure they’re getting value. That’s when it becomes even more important to showcase what makes your offering truly impactful for children.
Powills: Do you try to help potential franchisees think beyond current economic conditions? That even in turbulent times, better deals can be made if you're planning ahead?
Ortega: Absolutely. In a highly specialized business like ours, the process from signing to opening can take one to two years. So you’re not operating in today’s conditions — you’re planning for the future. The exception is commercial real estate, which can impact us immediately. But right now, it's a tenant's market, which opens up more opportunity.
Powills: Your business model isn’t one-size-fits-all in terms of real estate. Is that flexibility part of the magic?
Ortega: Yes. We find the best markets and then get creative with the space. Great schools don’t have to be identical. We’ve retrofitted old gyms, restaurants, warehouses — even multi-story buildings. What matters most is the environment we create inside. Franchisees appreciate that we give them a clear prototype and standards, but also room to personalize their schools and make them their own.
Powills: Why do you think larger brands often focus more on uniformity than the actual education?
Ortega: Maybe they’re focused on enterprise value — thinking consistent buildings and operations will scale easier and fetch a higher valuation. But today’s parents and franchisees value uniqueness and creativity. It’s difficult to be innovative when all your locations look the same. You can still scale and think about enterprise value while embracing flexibility and creativity.
Powills: What’s your vision for the future of KLA?
Ortega: Our vision has always been consistent. We’re a hybrid organization — both a franchisor and an operator of corporate schools. We want to grow with the right franchisees in the right markets while also expanding our corporate-owned schools. Having our own schools gives us boots on the ground. It keeps us in touch with the classroom experience, which is essential to supporting our franchisees. Our curriculum is inspired by the Reggio Emilia approach, which relies heavily on understanding children’s interests. That only works if we stay closely connected to classroom dynamics, which our corporate schools allow us to do.
Powills: When a franchisor keeps opening corporate locations and franchisees keep expanding, doesn’t that indicate the business is working?
Ortega: Absolutely. When I approve a franchisee’s site, I use the same criteria I would for my own corporate schools. None of our schools have ever gone dark. I underwrite them as if they’d become corporate schools if necessary. If a franchisee wants to exit, I’ve already evaluated the site in that light. That gives our franchisees peace of mind.
Powills: Do franchisees understand how much that protects them?
Ortega: I think so. If I were in their shoes, that’s exactly what I’d want from a franchisor. You really get to know a partner not in good times, but in hard times. Knowing the franchisor would step in if something happened — that offers peace of mind.
Powills: What’s your bigger dream — your North Star?
Ortega: We want our corporate schools to be more than support centers — they should model what education should be. One of our schools goes through fifth grade, and we’ve seen how this approach prepares students. Our goal is to educate communities on why this method works. Not everyone will become a franchisee, but even teachers who never open a school can take this approach and use it. I truly believe it’s the future of education. We’re already seeing it extend to elementary, high school — even college.
Powills: Is the race against time what keeps you up at night?
Ortega: No. I just want to reach as many people as possible. Whether it’s 1,000 or a million, I’ll be satisfied knowing I did my best. It’s not just what children learn — it’s how they learn. Every curriculum covers math, science, literacy — but the how makes all the difference.
Powills: What’s the breakthrough moment for this approach?
Ortega: It’s the combination of social-emotional development with academics. There’s a misconception that child-led learning means chaos, but that’s only true if it’s done wrong. The real challenge is aligning a child’s interests with academic goals. That’s what keeps them engaged and excited to learn. Projects have to be meaningful and connected to academic outcomes.
Powills: Final question. If someone’s watching this — say a franchise lawyer — what should they know about this opportunity?
Ortega: It’s one of the most rewarding businesses I’ve ever done. Walking into a school filled with happy children, families and teachers is fulfilling. When you see that, and the schools are full, and the business is profitable — it’s the best feeling. You get to be profitable while doing something that matters. Your profit has purpose. That’s what makes it special.
Watch the full interview here.
To find out more information on costs to buy this franchise, please visit https://1851franchise.com/kla-schools.
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