I had a solid business plan, projections mapped out, a venue picked and a clear vision of what I wanted to build.
What I didn’t have was a team, a single student, or any sense of how Ottawa parents would respond to something many of them had never heard of. Now, at the end of my first full term running Stagecoach Ottawa West, the contrast is staggering.
The school that once lived in my business plan and spreadsheets is now a real community of students, parents and teachers. But more importantly: I now understand what franchising actually feels like from the inside—far beyond the checklists and the brand guidelines. For anyone considering buying a franchise, here’s what the journey from May to now has genuinely looked like.
May: the blueprint stage – when everything is theoretical
In May, I was armed with everything a new franchisee dreams of: training, frameworks, brand values, proven systems and internal experience with the product. I’d just completed Stagecoach’s training in Woking, which was excellent preparation for the structure of running a school. But it all still only lives in the theoretical.
The brand gives you the blueprint, but you still have to build the walls yourself. From afar, Ottawa (Kanata/Stittsville specifically) was demographics and neighbourhoods on a piece of paper. I know how I make decisions as a parent; maybe these parents are different? I didn’t know which assumptions would hold up. If you’re thinking of buying a franchise: expect the early days to be 70% planning and 30% belief.
June–July: landing and beginning the ground game
Once I arrived in Ottawa, everything shifted from theoretical to practical. The franchise system supports you, but you are the one doing the legwork:
- introducing yourself at community events and business networking
- building visibility one person at a time
- setting up your online presence—Google, Facebook, Instagram, parenting sites
- recording videos and planning your social media strategy
- setting up ad campaigns, hoping you’re allocating your spend wisely
- responding to leads quickly and following up consistently
This is part of franchising: the courage it takes to advocate for a brand before anyone knows you exist. But then the first breakthrough comes—your first conversation, your first handful of leads, your first parent who says, “This sounds great.” And suddenly the ground shifts again. It starts to feel possible.
August: building a school from scratch
By August, I was recruiting teachers, attending markets, planning a Grand Opening Discovery Day and running Meta ads. I had my first families signed up for trials and even some full-term registrations. I placed my first uniform order.
I had parents sharing their children’s needs and hopes. This is where franchising shows its strengths. You’re not inventing the model—you’re implementing a proven one. But you are adapting it to your community, making judgment calls constantly. With a franchise system, you are not alone.
I know I could probably have built a performing arts school myself, but I didn’t want to. I wanted the community, the guidance and the resources Stagecoach provides from day one. What I learned in this phase: a franchise gives you structure, but running it requires initiative, flexibility, trust in your head office’s guidance and a high tolerance for the unknown.
September: opening day – when it becomes real
Opening day is transformative. It’s the moment you realise you’re responsible not just for a brand, but for real children, real families, real staff and real trust. This is where franchising becomes deeply personal. You’re not just following the system—you’re shaping the school’s culture, tone and heartbeat. All the work beforehand helps you trust your instincts when time is tight.
October–November: finding a rhythm
Success comes from consistency. Parents appreciate:
- regular communication (I share weekly newsletters for Early and Main Stages)
- clear systems and transparent policies
- predictable routines
- kind teachers
- feedback from their children and from us
Predictability builds trust.
Now: a school with momentum
Today, everything looks like an opportunity—from scholarships to live events, business meet-ups, local theatre collaborations and maintaining connections with teachers I’ve interviewed. Building a network takes time and genuine curiosity about others’ dreams. I’ve stopped saying “I’m opening a school.” I can finally say, “I have a school.” We’re here to stay.
For anyone considering a franchise
Here’s what I know now:
- you need resilience at the start
- you need to think ahead and remain consistent
- you need to treat it like a child that must be nurtured daily
- you need belief in the impact you’re building
- you need to stay engaged with your community
Do I have all my procedures mapped out perfectly? Nope. Is there a long “to do” list every time I open my laptop? Yup. Is there always something else calling for attention the moment I need to log off and get the kids? Absolutely.
But it will come. Franchising gives you a framework—but the bravery, initiative, relationships and momentum? That comes from you. Back in May, I had a plan. Now, I have a school with students, families and impact. And that is the difference.
