Vakul Goel and his wife, Shivi, built a life in Richmond, VA – a community that became home for them and their two children. Professionally, Goel comes from an IT background, with a Master’s in Computer Science, and Shivi has a Master’s in Bioinformatics. While those fields may seem very different from early childhood education, they shaped how the couple thinks – analytically, systematically, and with a focus on long-term outcomes.
Goel was drawn to Celebree School because he believes deeply that early childhood education lays the foundation for everything that follows. He wanted to create an environment where children feel safe, nurtured, and inspired to learn, while also supporting working families. Celebree School’s mission aligned perfectly with what the Goel family wanted to build in their community and beyond.
You recently made the jump from one unit to two, which is often the hardest step for franchisees. What were the key factors you considered before deciding to expand?
The biggest factor was ensuring that our first school was both profitable and operationally stable. Profitability alone isn’t enough; you also need to know the business can run effectively without constant intervention. Just as important was having a settled leadership team in place. Without strong leadership at the first location, expanding would have been premature.
Before opening your second location, how did you determine that your first unit was truly stable?
We looked at several indicators. Our first school achieved national accreditation, which was a major milestone and validation of quality. We also had consistently high audit scores and strong brand performance metrics. But above all, the most important factor was leadership stability. Once we had a reliable, empowered team running the day-to-day operations successfully, we knew we were ready to consider growth.
Moving from operator to leader can be challenging when you can’t be in two places at once. How did you adjust your mindset?
That shift is critical, and can be really difficult. You have to accept that you can’t, and shouldn’t, be everywhere. For me, it started with building the right team and then truly empowering them. That means giving them decision-making authority while also holding them accountable for outcomes.
At the same time, you need to stay accessible. I’m always available to support or answer questions, but I’ve also put clear guardrails in place so decisions are made consistently and aligned with our standards. It’s about trust, structure, and accountability.
What operational infrastructure did you put in place before opening your second location?
I recognized early on that while I was strong on the financial side, I needed additional support in marketing and hiring. So, we brought in a manager to oversee both locations alongside me. This role focuses on recruiting, marketing, and maintaining quality standards across both schools.
At the same time, we leaned heavily on the support systems provided by Celebree. From operational guidance to marketing frameworks and hiring best practices, the franchisor played an important role in helping us build consistency across both locations. Having that structure in place gave us more confidence as we expanded.
That combination of internal leadership and franchisor support made a significant difference. It allowed us to scale without compromising on the experience for families or the performance of our team.
What signals do you look for in the market before deciding it’s the right time to expand?
The demand for early childhood education has changed significantly. It’s no longer a luxury; it’s a necessity. With more dual-income households, families need reliable, high-quality care and education, and that’s where Celebree School really stands out.
What drew us to the brand, and what we continue to see resonate in the market, is Celebree’s holistic approach to early childhood education. The curriculum is rooted in whole child development – socially, emotionally, and cognitively. There’s also a strong emphasis on creating a nurturing, family-focused environment where children feel safe and supported, and where parents feel like true partners in their child’s growth.
From a market standpoint, we look at whether there’s a clear and sustained need in the community, but also whether that need aligns with the level of quality and care we’re committed to delivering.
Multi-unit growth comes with financial complexities beyond startup costs. How did you plan for that?
You have to plan for the worst-case scenario, not just the best case. That mindset keeps you grounded. I also maintained constant communication with our banker throughout the process. It’s often overlooked, but that relationship is critical.
Clarity on priorities is another big piece. When everyone – from your internal team to external partners like architects and contractors – understands what matters most, you avoid costly mistakes. Financial discipline and communication go hand in hand.
Were there lessons from your first location that made your second launch smoother?
Absolutely. We applied a lot of learnings from our first school, especially around design, construction, and furniture, fixtures, and equipment. Those details matter more than people realize.
We were also much more intentional about hiring the second time around. We understood what roles were most critical and what qualities to look for, which helped us build a stronger team from the start.
How do you balance scaling with avoiding overextension?
It comes down to knowing your limitations and planning carefully. You don’t want to rely too heavily on any one person or resource. At the same time, while it’s important to stick to your plan, you also need to stay flexible and adapt when needed.
Growth should always be disciplined, not rushed.
What advice would you give other franchisees considering their first expansion?
First, define what success looks like for you. It’s different for everyone. For me, success means delivering high-quality education while managing expenses responsibly.
It’s also critical to make sure you have a strong franchisor partner. As you grow, you’re not just relying on your own experience – you’re leaning on the systems, support, and guidance of the brand. Having a franchisor that provides clear operational frameworks, ongoing support, and a proven model can make a significant difference in how smoothly you’re able to scale.
If you focus on quality, customers will come, and over time, they’ll become your biggest advocates. That kind of organic growth is far more sustainable than chasing expansion for its own sake.
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