The Intentional Path to Your Next Location with Thomas Brawner

In this episode, Jennifer sits down with Thomas Brawner, owner and CFO of Alta Schoolhouse in Lakeland, Florida, to talk about what it really looks like to grow with intention. Thomas shares how he made the decision to overstaff his first location so he could create the space to focus on expansion, prepare for a second school, and keep the first one strong at the same time.

Their conversation gets into the real pieces behind that kind of growth: knowing your numbers, making smart tuition decisions, building a team that stays, and learning how to let go of the things that do not all have to stay on your plate.

Thomas also talks about something a lot of owners overlook: how much first impressions matter, from your online presence to what families see before they ever walk through the door. He gives great and practical tips for anyone thinking about their next location and wanting to do it in a way that feels thoughtful, steady, and sustainable.

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Episode Title: Scaling with Intention: Leadership, Staffing, and Opening a Second Child Care Location Episode Theme: How intentional staffing, systems, pricing, and leadership development create the foundation for sustainable multi-site child care expansion. Episode Summary: Jennifer Connor interviews Thomas about navigating a major season of growth while opening a second child care location and relocating his family across the country. Thomas shares how strategic overstaffing, premium positioning, operational systems, and leadership delegation helped prepare his business for expansion. The episode highlights the realities of scaling, including emotional challenges, zoning pitfalls, staff retention, and creating operational freedom. Key Takeaways: * Strategic overstaffing can create the leadership bandwidth necessary for expansion and long-term growth. * Premium tuition pricing supports stronger staffing models, higher compensation, and improved team retention. * Delegation requires intentional systems, auditing processes, and comfort with imperfection during growth. * Parent perception is heavily influenced by curb appeal, branding, online reviews, and digital first impressions. * Hiring experienced zoning, entitlement, and architectural professionals can prevent costly expansion mistakes. Important Moments: * Thomas explains why he intentionally hired executive-level leadership before pursuing a second location. * Discussion about increasing tuition strategically to support staffing investments and growth initiatives. * Thomas shares how overstaffed classrooms reduce teacher burnout and improve employee retention. * Jennifer and Thomas discuss how modern parents shortlist schools based on visual branding and online reputation. * Thomas explains the emotional challenge of stepping back from daily operations and trusting leadership teams. Guest Type: Owner Business Stage Relevance: Single-Site Owner, Multi-Site Expansion, Leadership Development, Systems Building, Team Development, Enrollment Growth, CEO Transition, Operational Scaling Primary Topics: Multi-site expansion, leadership delegation, staffing strategy, teacher retention, burnout prevention, tuition pricing, operational systems, Montessori branding, enrollment growth, curb appeal, zoning, acquisitions, team culture Who This Is Most Relevant For: Child care owners preparing to scale beyond a single location who want to build stronger leadership systems, retain quality staff, and create operational freedom while growing profitably.

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Below you can read the key takeaways from this episode:

[5:10] A major season of change is underway for Thomas, including a move from Florida to California, the recent acquisition of a second location, and leadership changes inside the business.
[7:03] One of the first strategic moves toward growth was intentionally overstaffing the first school so there was space to focus on expansion.
[7:50] Brand identity played a major role in the search for the next location, from the kind of building Thomas wanted to the way Alta Schoolhouse is meant to feel inside its community.
[9:21] Overstaffing only works when the numbers support it, which is why profitability, payroll, and long-term opportunity all had to be weighed together.
[11:42] Tuition increases were part of the plan, and those pricing decisions were made with staffing, future growth, and culture-building in mind.
[14:17] Lower turnover comes from building a better employee experience, including top-of-market pay, paid time off, and extra classroom staffing to prevent burnout.
[18:15] Parents are making short lists online before they ever book a tour, which means curb appeal, reviews, photos, and a strong visual first impression matter more than many owners realize.
[24:49] Thomas and Jennifer discuss how zoning and land-use research can save owners from expensive mistakes, especially when expanding into a new building or new area.
[30:59] Replacing yourself inside the business takes emotional trust, not just systems, especially when handing off responsibilities that carry real financial or relational weight.
[35:09] Some of the hardest responsibilities to delegate were parent meetings and enrollment, which required a gradual handoff process built on training, shadowing, and follow-up.
[37:00] The bigger lesson underneath all of it is that there is no shortcut to time, and intentional growth depends on letting people learn by doing.