Stepping into the role of Managing Director at Monkey Puzzle Day Nurseries a year ago was a proud moment in my career, but it was not the beginning of my journey with the business.
Having spent more than a decade working across the network, supporting franchisees, helping open new nurseries and seeing first-hand what makes our model successful, I already knew the business inside out. What changed was not my understanding of Monkey Puzzle, but my perspective on leadership.
The past year has reinforced something I have believed for a long time: successful franchise businesses are not built by one person. They are built by people who trust one another, share a common purpose and are empowered to succeed. For me, that has been one of the biggest lessons of my first year as managing director.
Leadership starts with listening
When people think about leadership, they often picture someone making decisions and setting direction. While that is certainly part of the role, I have found that listening is just as important.
One of the greatest strengths of franchising is that every franchisee brings different experiences, ideas and perspectives. No two local communities are the same, so it would not make sense to lead with a one-size-fits-all approach.
Some of my most valuable conversations this year have not happened in board meetings. They have happened during nursery visits, franchise events and informal chats with owners who know their local markets better than anyone. Those discussions shape how we continue to evolve as a network.
As leaders, it is easy to feel pressure to have all the answers. I have learned that asking the right questions often has a much greater impact.
Growth only matters if you can sustain it
Franchising is often associated with expansion, and naturally every growing network wants to welcome new franchisees and open more locations. But growth should never come at the expense of quality.
Over the past year I have become even more conscious of the importance of protecting what has made the business successful in the first place. Expanding responsibly means ensuring every new franchisee receives the same level of support, every customer enjoys the same experience and every decision reflects the standards the brand is known for. That takes patience.
Sometimes the right decision is not the fastest one. Sometimes it is investing more time, strengthening processes or building additional support before taking the next step. Sustainable growth rarely grabs headlines, but it is the kind of growth that lasts.
Invest in people before anything else
I am most proud of the progress we have made in strengthening specialist support across our network. As businesses grow, leaders can fall into the trap of believing they need to do everything themselves. In reality, the opposite is true. Building the right team around you creates capacity, encourages fresh thinking and allows everyone to focus on what they do best.
The same principle applies across franchising. Franchisees succeed when they know they are backed by people with genuine expertise who understand their challenges and can provide practical support when it is needed.
For me, leadership is not about having the loudest voice in the room. It is about bringing together talented people, trusting them to excel in their roles and creating an environment where everyone can contribute.
Purpose should guide every decision
The childcare sector is unique because every commercial decision ultimately affects children and families. That responsibility has stayed firmly at the front of my mind throughout my first year. It is easy in any industry to become focused on targets, growth plans and performance metrics. Those things matter, but they should never replace purpose.
At Monkey Puzzle, our purpose has always been to provide exceptional early years education while creating rewarding opportunities for our franchisees. Those two objectives work hand in hand because when franchisees feel supported and confident, they are better placed to deliver outstanding experiences for the families in their communities.
Purpose is not something you mention on a website or revisit once a year. It should influence everyday decisions, especially when businesses are growing.
People remain your greatest strength
If there is one thing I have taken away from my first year as managing director, it is that businesses do not grow because of strategies alone. They grow because of people.
The relationships you build with franchisees, the trust you create within your leadership team, the colleagues who challenge your thinking and the families who place their confidence in your brand every day are the true drivers of long-term success. Titles may change and businesses will continue to evolve, but those relationships remain at the heart of sustainable growth.
