Primrose Schools Strengthens Franchise Support for Expansion

Primrose Schools Strengthens Franchise Support With Leadership and Operational Changes

Primrose Schools is making changes behind the scenes as the early education franchise prepares for its next stage of growth.

With a network of more than 570 schools, the company has been updating its executive leadership structure while putting greater attention on the systems, training and resources available to franchise owners. The goal is not simply to add more locations, but to create stronger operational consistency across a large and growing franchise network.

A Stronger Focus on Franchise Operations

One of the most important changes involves Dr. Amy Jackson, who serves as chief franchise officer. Jackson brings an unusual combination of education, business and system-level experience to the position.

Before taking responsibility for franchise operations, she was involved in the development and advancement of Primrose's educational approach. That background gives her insight into both sides of the business: maintaining the educational standards families expect and helping franchise owners operate successful schools.

Her role now centers on improving franchisee performance, strengthening support systems and helping Primrose owners apply the company's standards more consistently across individual locations.

That responsibility becomes increasingly important as Primrose expands. Managing a smaller franchise network is very different from supporting hundreds of independently operated schools across multiple states.

Executive Team Built Around a Growing Franchise System

Primrose has also reshaped several other leadership positions.

Rob Gray moved into the chief financial officer role after previously serving as chief accounting officer. His responsibilities include financial oversight and helping ensure franchise expansion remains supported by sustainable economics.

Greg Foglesong serves as chief commercial officer, overseeing areas including brand strategy, performance marketing, digital initiatives, analytics and consumer engagement.

Pam Turner, chief of staff and chief information officer, works across several business functions to improve organizational coordination, technology and execution.

Kristin Goran leads legal matters as chief legal officer, with responsibilities that also include franchise administration and human resources.

Together, the leadership structure reflects the needs of a mature franchise organization where operations, finance, marketing, technology and franchisee support increasingly need to work as one system.

Primrose Expands Training for Franchise Owners

The operational changes are also becoming visible at the franchise-owner level.

Primrose has brought franchise owners to its Support Center for in-person training programs focused on school performance, company tools, leadership and operating practices. Franchisees are able to work directly with members of the corporate support team while learning from other owners in the system.

The company has also been developing its local marketing support structure. That includes greater attention to school-level marketing plans, performance measurement and helping franchisees connect local marketing activity with enrollment.

For a childcare franchise, local execution matters considerably. Even with a nationally recognized brand, individual schools depend heavily on relationships with families in their surrounding communities.

Franchise Growth Continues

The operational changes come during an active period of franchise development.

Earlier in 2026, Primrose reported 27 new school commitments. The total included individual school agreements as well as multi-unit development deals. The company also reported opening 10 schools during the first part of the year, including its first location in Louisiana.

Expansion opportunities have been targeted in markets including Phoenix, Detroit, New York, Philadelphia, Boston, Memphis and Southern California.

Primrose has also entered Utah as the franchise continues pushing into new markets.

The strategy includes opportunities for traditional franchise development as well as acquisitions and conversions, giving both new franchisees and experienced operators additional ways to enter or expand within the system.

Scaling Without Losing School-Level Quality

The bigger challenge for Primrose will be maintaining consistency as its footprint grows.

Early childhood education is different from many franchise categories because franchise performance cannot be measured only through sales. Families also expect reliable educational programming, trained staff, safe environments and consistent communication.

That makes franchise support particularly important.

Primrose appears to be responding by putting more structure around owner training, operations, finance, marketing and leadership development rather than relying solely on new-unit expansion.

With more than 570 schools already operating, the next stage of Primrose Schools' growth may depend as much on improving the system behind existing franchisees as it does on signing new ones.

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