KLAY defines organizational success as scaling from 7,500 to 100,000 children
Priya Krishnan · 100xEntrepreneur | Episode 3 | Priya Krishnan, Founder India's Largest Preschools KLAY · Jul 25, 2019 · at 23:52
Priya Krishnan, founder of Indian preschool network KLAY, discusses organizational growth goals and how she defines success for the business.
0:00 / 0:14exact quote · 14.8s
▶ Watch the full episode on YouTube → 720p mp4 · rendered on demand · StarZero watermark
“So for me, the seven and a half thousand going to 10,000 going to a 100,000, ah, doing it consistently day in and day out and making that experience seamless for each parent as we scale is what I would define as success for the organization.”
quote is from the automated transcript, cleaned for reading: filler sounds and stutters are removed, nothing is rephrased. names can be misheard (the analysis reads context, assessments check outside sources). how →
More from Priya Krishnan
India views education as dignified work, but childcare as domestic help
“And the third biggest lesson for us was that in India, education is seen as dignified, but care is not. Ah, so care is seen as the helps, helps job.”
Women are inherently conscientious and need emotional security at work
“Women are inherently conscientious. What they need is emotional security in the place of operation.”
Preschools must operate like high-street consumer retail brands regarding accessibility
“So, you know, picking a spot which is easy to access, there is easy parking facilities, ah, that it's not a one-way system. Parents can get there and get out of there easily is absolutely critical. So for all practical purposes, we are like a high street brand…”
Preschools are hyperlocal businesses that cannot rely solely on word-of-mouth
“You know, my assumption coming in is that a school is something that grows by word of mouth. People say good things and other people come to it. But it is a very hyperlocal business. If you're opening in a center, Letting people know, ah, that you're opening i…”
Corporate offices cannot dictate frontline childcare service delivery
“And as a brand, we'd be very foolish to say sitting in one central office that we can dictate how the service is delivered. People on the ground have to feel empowered and enabled to do it on a day in day out basis.”
Investors step back when founders operate businesses with discipline
“I also think investors don't want To operate the business. As long as they get the confidence that you're operating the business, and add the principles that they have committed in turn to their, you know, partners, et cetera that becomes a smoother relationsh…”