Primrose Schools Updates Leadership as Early Education Network Expands
Running one preschool successfully is complicated. Running a franchise system made up of more than 570 independently operated schools requires an entirely different level of coordination.
Primrose Schools is responding to that challenge by adjusting its leadership structure and investing more heavily in the people and systems that support franchise owners.
The changes come as the early childhood education brand continues expanding across the United States while trying to maintain the educational experience that has helped build its reputation over more than four decades.
Connecting Education With Franchise Performance
A key figure in the company’s evolving structure is Chief Franchise Officer Dr. Amy Jackson.
Jackson’s career with Primrose has included significant work on education and curriculum before moving into broader franchise leadership. She now works with franchise owners on operational and educational performance across the system.
It is an important combination for a childcare franchise.
Parents may recognize the Primrose name, but their experience with the brand ultimately happens inside an individual school. That means local franchise owners and their teams are responsible for turning corporate standards into the everyday experience families receive.
The company’s support strategy is increasingly focused on helping them do that consistently.
More Hands-On Support for School Owners
Primrose has recently expanded in-person training opportunities for franchisees at its Support Center.
Owners participating in the programs receive practical training involving school operations, performance strategies and company systems. The sessions also provide opportunities for franchisees to meet other owners and connect directly with members of the corporate leadership team.
That owner-to-owner interaction can be particularly valuable in franchising. Someone opening a first location may face very different challenges from an operator managing several schools, but both can benefit from seeing how other franchisees solve staffing, enrollment and management issues.
Primrose is also putting more structure around local marketing.
Instead of leaving each school to manage community marketing largely on its own, the company has been developing additional field marketing resources intended to help franchise owners create stronger plans, monitor performance and improve enrollment efforts.
New Leadership Responsibilities Across the Organization
Several executives now oversee key areas of the Primrose franchise system.
Rob Gray serves as chief financial officer and is responsible for financial oversight as the company continues expanding.
Greg Foglesong, chief commercial officer, leads areas including marketing, digital strategy, analytics and consumer insights.
Pam Turner serves as both chief of staff and chief information officer, with responsibilities spanning technology, organizational alignment and major strategic initiatives.
Kristin Goran serves as chief legal officer and oversees legal, franchise administration and human resources responsibilities.
The structure gives Primrose specialized leadership across functions that directly affect franchise owners, from financial management and marketing to technology and administration.
Expansion Remains Part of the Plan
Primrose’s internal changes are happening alongside continued franchise development.
The company reported 27 new school commitments earlier in 2026, including both single-school agreements and major multi-unit development deals.
Primrose also opened 10 schools during the first part of the year and entered Louisiana for the first time.
The company has identified additional growth opportunities in several large U.S. markets, including Boston, New York, Philadelphia, Phoenix, Detroit, Memphis and Southern California.
New franchisees are not the only target. The system also offers opportunities for existing owners and experienced multi-unit operators to expand.
Teachers Remain Central to the Brand
Primrose’s recent activity has not been limited to executives and franchise development.
In August, the company announced the first winners of its Early Educator of the Year program, recognizing six educators from across the system. The initiative highlights another important part of the franchise model: corporate leadership can develop systems and franchise owners can operate schools, but teachers ultimately deliver the classroom experience.
That makes educator recruitment, development and retention an important part of maintaining quality as the franchise expands.
Building the Organization Behind the Schools
Primrose’s current direction shows how franchise growth changes once a brand reaches significant scale.
Opening more locations remains important, but the corporate organization must grow with the franchise network. Training programs need to improve. Marketing support needs to become more sophisticated. Technology has to work across hundreds of locations, and franchise owners need access to people who understand both the business and the educational side of the operation.
Primrose appears to be addressing those needs through a combination of leadership changes and operational investment.
The company already has a substantial national presence. Its next challenge is ensuring that growth strengthens the system instead of simply making it larger.
For Primrose Schools, that means putting franchise owners, educators and operational consistency at the center of its expansion strategy.
Learn more about Primrose Schools Franchise opportunities.
