But the real difference between a good network and a great one isn’t hidden in the data; it’s found in its people and how they’re encouraged to grow.
A supportive franchisor doesn’t just provide a manual and a logo – they nurture your development. They build your skills, confidence and ambition through meaningful training, recognised qualifications and opportunities to lead. The most successful networks are those that recognise potential at every level and create the right environment for it to shine.
Here, Lisa Stead, Interim CEO of Stagecoach Performing Arts, shares how a culture of growth and development – across students, teachers, Principals and the Head Office team – builds a network where creativity thrives and careers can truly flourish.
I’ve always believed that development shouldn’t start when someone becomes a franchisee – it should begin long before. By offering recognised qualifications and early work experience, we can help young people turn their enthusiasm into a career path.
At Stagecoach, we do this through accredited training such as our Level 3 Teaching Assistant and Performing Arts diplomas. These give learners confidence, professional skills and credentials to progress into teaching, management or even franchise ownership. Many of our current Principals began as students or assistants – something I’m incredibly proud of. It means our network grows from within, with people who truly understand and love the brand.
In any strong franchise, opportunity is part of the culture. The best networks don’t leave professional growth to chance – they build it in. For us at Stagecoach, qualifications like the Diploma in Teaching Performing Arts and Teaching Assistant Qualification provide a clear route for teachers and aspiring educators to keep developing.
This natural progression – from classroom to leadership – gives our network real strength. When people can see a future for themselves, they stay motivated, engaged and committed to the brand’s success. It also reassures new franchisees that they’re joining a network that truly believes in long-term growth, not just short-term results.
Good training at the start is essential, but ongoing development is where real progress happens. At Stagecoach, we put a lot of focus on continuous learning – through regular workshops, regional meetings and our annual conference.
These sessions give Principals and their teams the chance to connect, share ideas and stay ahead of changes in the industry. When people learn together, they grow together – and the whole network becomes stronger as a result.
I’ve always said that a successful franchise is built on great people at every level – not just the business owners. Teachers, assistants and support teams all play a vital role in shaping the brand experience. That’s why investing in their development matters just as much.
Whether it’s through mentoring, refresher training or leadership programmes, helping everyone feel supported and valued creates a culture where creativity and commitment thrive. At Stagecoach, that ethos runs right through our classrooms, studios and head office. It’s part of who we are.
For me, a successful franchise is one that grows alongside its people. It should be a place where everyone – whether they start as a student, a teacher or a Principal – feels encouraged to learn, evolve and take on new challenges. When a network truly invests in its people, it invests in its own future.
At Stagecoach, that’s exactly what we strive for: a community where creativity, confidence and opportunity go hand in hand. By nurturing development at every level, we’re not only helping people to reach their potential – we’re strengthening the network as a whole. That, to me, is what sustainable success really looks like.
