Skilful management allowed Stagecoach Performing Arts and Drama Kids to navigate the Covid crisis. Under the stewardship of CEO Andy Knights it’s thriving once again. We spoke to him about his ten years in charge and those yet to come….
For Andy Knights, CEO of Trafalgar Education – the parent company behind Stagecoach Performing Arts and Drama Kids – success isn’t just measured in financial milestones. It’s about making a difference, fostering creativity, and building a sustainable culture of growth. Through acquisitions, private equity backing, and a steadfast commitment to the arts, Trafalgar Education has grown into a powerhouse in the education and performing arts sectors.
Reflecting on his 10 years with Stagecoach, Knights is proud of the collective achievements of his team, franchisees, and support network. Together they have built a global business of more than 360 franchisees, plus 3,000 teachers and 2,200 schools, with classes delivered to more than 60,000 students per week.
“I have so many proud moments in my role, from seeing the year-on-year improvement in our Workbuzz Franchise Satisfaction score reflecting the hard work of our support teams, to the internal promotions of team members who have worked tirelessly to deliver for their colleagues and the network, and, of course, the dedication of our franchisees. Some of which have built their businesses and developed multiple territories after starting with a single greenfield opportunity,” he says.
Challenges and triumphs
Knights’ leadership journey hasn’t been without challenges, the most significant being the Covid-19 pandemic. For a company whose core offerings relied on in-person interaction, the global lockdown posed nothing less than an existential threat. “Covid was undoubtedly the toughest challenge I’ve experienced,” Knights recalls. “Everyone looks to the top for you to have the answers for our global network and the many variations of lockdown and trading challenges, not to mention the mental health of everyone.”
In response, Trafalgar Education pivoted swiftly to keep the business alive while ramping up communication with stakeholders. “The whole business pivoted to online classes, and the communication to the network and the wider customer base went up several notches to maintain engagement. We got through it together by sharing a new vision, getting buy-in from all stakeholders, and delivering on it at pace.”
Despite the difficulties, Knights took some positives from the experience: “The Covid period also allowed many people to discover hidden depths of compassion and creativity, and working cross-departmentally as well as franchisee collaboration was flourishing.”
Building a winning culture
Having worked across multiple industries, Knights says the most important elements in organisational success are people and culture. “Taking care of your team, understanding what makes them tick, and supporting them plays a very large part of the culture, and it starts with the leadership,” he says. This ethos drives Trafalgar Education’s investment in team training and development to keep pace with the evolving needs of its expanding network. “At Stagecoach and Drama Kids, we’ve equipped our teams with the necessary skills to maintain the high-level support we are known for,” Knights explains. “Alongside other initiatives, such as a new website and system development, the one-to-one and group support has already provided demonstrable returns.”
Growth through acquisition
Under Knights’ tutelage, Trafalgar Education has pursued an ambitious acquisition strategy, leveraging its private equity backing to identify opportunities that complement its flagship Stagecoach brand. “Our criteria for acquisitions is quite simple,” he explains. “A business needs to be complementary to our Stagecoach offering and within the arts and life skills development space. There are, of course, financial considerations in terms of sales and profit performance which we review on an individual basis.”
Knights adds that an existing footprint and a strong brand presence are also crucial. “Additionally, an established management team would also be a key driver for us.” Private equity support, he says, has been instrumental in enabling the group’s acquisitions. “We have been hugely supported in growth by acquisition, which is a key strand of our strategy made much more possible having a private equity backer.”
At the heart of Trafalgar’s mission is its dedication to nurturing young talent. Stagecoach Performing Arts, the group’s flagship brand, is renowned for inspiring creativity and confidence in children through its performing arts programmes. This mission aligns seamlessly with commercial goals, says Knights. “I have an amazing team who, together with our network, are genuinely passionate about making a difference to young people,” he explains. “When your team’s values include making a difference to young people, commercial success can be a byproduct, rather than the goal.”
Adapting to a changing landscape
Looking ahead, Knights is optimistic about the enduring appeal of in-person learning despite the rise of online educational offerings. “There is a constant stream of educational and edutainment-based offerings coming to the market, with many of these online and in many cases providing some great value learning and development content,” he says.
Knights believes, however, that the human element will always remain vital. “Parents have often fed back about the amount of time children spend on screens, and so, whilst I see that online offerings and the amount of free content have a part to play in children’s development, it can’t replace the physical in-person environment.”
He is no luddite, however, and believes the rapid development of technology and artificial intelligence also presents opportunities. “Technology and AI is developing at an incredible pace, and I believe, can have a beneficial and positive impact in so many areas,” Knights says. “We are working to embrace elements of this in our franchisee and student experience – more on that another time.”
Vision for the future
As Trafalgar Education continues to grow, Knights remains focused on driving innovation and expanding its reach, with acquisitions almost certain to play a big part in its future growth. “There is always more to do and more goals to go after in this space, especially with the Trafalgar Group,” he says. “There are very likely to be more acquisitions, and this is something I’d certainly like to be involved in both, personally and professionally.”
For Knights, the process of fixing, building, and developing either a business or a team is a source of personal and professional fulfilment. “As long as these are all parts of my remit, I feel like I am developing personally and professionally.”
Advice for leaders
Knights’ advice to aspiring CEOs centres around his belief in the importance of people and vision.
“Get to know the people and what drives them as early as you can and maintain this knowledge on an ongoing basis,” he says. “When you build a vision or renew a focus and strategy, involve the team wherever you can and take everyone on the journey for them to understand the road ahead.”
By establishing a culture of inclusion and shared purpose, Knights believes leaders can balance operational demands with visionary goals. “Operationally, if each person can understand and appreciate the part they play in the journey, then you are halfway to achieving it.” Under his stewardship, Trafalgar Education has not only overcome significant challenges but also emerged as a leader in the performing arts education space. Through its innovative programmes, strategic acquisitions, and commitment to nurturing talent (not to mention the financial backing), the company is poised to inspire generations to come.
For Knights and his team, there’s always new talent coming through the door, another performance to perfect, and another opportunity to help a child build their confidence.
