Operational Scalability: Craig Murray of Lightbridge Academy On How To Set Up Systems, Procedures, And People To Prepare A Business To Scale
It’s essential to acknowledge that not everything will remain the same, and that’s okay. It allows for the possibility that the future may be even better. Growth necessitates adaptation and evolution. However, the core values and culture that define an organization can be preserved and even strengthened through intentional efforts. Leaders play a critical role in this by fostering an environment that celebrates the organization’s roots while embracing new opportunities and innovations.
In today’s fast-paced business environment, scalability is not just a buzzword; it’s a necessity. Entrepreneurs often get trapped in the daily grind of running their businesses, neglecting to put in place the systems, procedures, and people needed for sustainable growth. Without this foundation, companies hit bottlenecks, suffer inefficiencies, and face the risk of stalling or failing. This series aims to delve deep into the intricacies of operational scalability. How do you set up a framework that can adapt to growing customer demands? What are the crucial procedures that can streamline business operations? How do you build a team that can take on increasing responsibilities while maintaining a high standard of performance?
In this interview series, we are talking to CEOs, Founders, Operations Managers Consultants, Academics, Tech leaders & HR professionals, who share lessons from their experience about “How To Set Up Systems, Procedures, And People To Prepare A Business To Scale”. As part of this series, we had the pleasure of interviewing Craig Murray, Chief Development Officer at Lightbridge Academy.
Craig serves as Chief Development Officer since joining Lightbridge Franchise Company in 2022. With in-depth development expertise and real estate experience, he leads and oversees the franchise development team to create a repeatable, best-in-class process. He drives growth and enables the Lightbridge Academy brand to scale in a responsible manner. By identifying prime markets and delivering top-notch locations, franchisees will be well-positioned to best serve the families and communities in their Circle of Care.
Craig brings 15-years experience as a real estate developer in the dental industry, where he worked for three major dental organizations, built over 300 dental offices in 20 states and managed a $180 million book of business. His most recent role was as a Divisional Vice President for Dental Care Alliance, where he helped the company scale its operations by establishing best practices across over 100 offices.
As CDO, Craig’s extensive development expertise, business and leadership skills, and market knowledge is an invaluable resource for Lightbridge Academy franchise owners to help them achieve their goal of business ownership and develop their child care portfolios.
Thank you so much for your time! I know that you are a very busy person. Our readers would love to “get to know you” a bit better. Can you tell us a bit about your ‘backstory’ and how you got started?
I have over 15 years of experience as a real estate developer in the dental industry, where I worked for three major dental organizations, built over 300 dental offices in 20 states, and managed a $180 million book of business. Before joining Lightbridge Academy, my most recent role was as a Divisional Vice President for Dental Care Alliance, where I helped the company scale its operations by establishing best practices across over 100 offices.
When I first ventured into the field of development, I was driven by the profound impact I could have on the communities we served. It wasn’t just about the structures we built but the jobs we created, the services we provided, and the revenue we generated for all the contractors involved. This sense of contribution and growth has always been at the core of my professional journey.
Having spent over 15 years in the dental space, it was a significant decision to transition into the franchising industry with Lightbridge Academy. Conversations with Lightbridge Academy’s CEO, Gigi Schweikert, played a crucial role in this shift, as I realized the perfect alignment of timing and opportunity to embrace a new challenge.
At the end of the day, I believe that our work fundamentally boils down to relationships. Despite all the technological advancements that have revolutionized our industry, the essence of development remains rooted in human interactions and the integrity of one’s word. This is a principle I hold dear and would never want to see change.
It has been said that our mistakes can be our greatest teachers. Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?
Always returning a call, even if it’s not an easy conversation, is crucial in any professional setting. Early in my career in sales for my father’s company, I once neglected to return a call due to a shipment delay. At the time, it seemed easier to avoid the issue, but my father, who was my first mentor in business, taught me valuable lessons. He emphasized the importance of facing challenges head-on, making the difficult calls first, and being honest about any issues or mistakes. While delays and mistakes are inevitable, discussing them openly often leads to solutions that could otherwise remain undiscovered.
What do you think makes your company stand out? Can you share a story?
You often hear about the vision and values of companies we work for, but for many, it’s merely a slogan or a slide in a presentation. At Lightbridge Academy, we’re fortunate to have a leader, CEO Gigi Schweikert, who genuinely embodies our core values and vision. These principles guide everything from how we communicate with the families of the children entrusted to us to the vendors we choose to partner with. With our strong focus on children and families, integrating these values into every aspect of our business is paramount. Gigi sets the standard through her example, inspiring the entire team to follow suit. While our values are proudly displayed, their true impact is felt in how we embody them every single day throughout our organization.
At Lightbridge Academy, we set ourselves apart from other child care providers by going beyond providing a high quality of care and education for children, we offer families a higher level of customer experience and connection to their children’s day. The brand provides full transparency and creates trust with its ParentView® Internet Monitoring System which enables families to see what’s happening in their child’s classroom, a parent e-Communication app with pictures, videos, real time reports, and milestone updates and by setting the Gold Standard for health and safety through the Lightbridge Promise.
Our centers provide unparalleled curriculum through its Circle of Care philosophy and whole child approach that includes academic programs and additional enrichment programs such as Signing Sprouts and Yoga and Mindfulness. The curriculum has led to Lightbridge Academy achieving a 97% proficiency in the VINE kindergarten readiness assessment in 2023, a milestone celebrated for the preschoolers in our care and the working families who love them.
From the corporate team to our franchisees and staff, we place equal emphasis on the needs of children, their families, our staff, and the broader community.
You are a successful business leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?
Having a strategic focus is a key characteristic of a successful business leader. A past mentor once advised me to focus on the vital few and not the worthless many. This advice underscores the challenge of navigating through vast amounts of information, fostering growth, building success, and ultimately, enjoying the journey.
Building exceptional teams is a cornerstone of my strategy. I strive to assemble teams comprised of individuals who are eager to advance within the company or even take on my own role. At Lightbridge Academy, I’ve been fortunate to recruit the Director of Construction from my previous role. Together with his team, they have developed the most extensive opening pipeline our company has seen in our 26 years of operation. His leadership is crucial in removing obstacles and achieving outstanding results. We also retained two key real estate managers with child care experience from other major brands. They are a key success that has allowed us to sign a record number of leases last year and we are expecting another record-breaking year in 2024.
Effective leadership for a growing brand depends on the ability to make decisions swiftly and take responsibility for the outcomes. Over the years, not all decisions have been flawless, but being able to learn from them, pivot when necessary, and persist in making forward strides is essential. Dwelling on past mistakes isn’t productive; instead, learning from them and forging ahead is key.
Leadership often entails making difficult decisions or hard choices between two apparently good paths. Can you share a story with us about a hard decision or choice you had to make as a leader? I’m curious to understand how these challenges have shaped your leadership.
Over the years, I’ve had to make plenty of difficult decisions. The ones that stay with me are those that affect team members and their families. As a leader in an organization, you have the stewardship of not only the team members but their families as well. I feel this is the ultimate responsibility.
The worst day for me was on March 17, 2020. This was the day that the organization I was previously with at the time had to shut down all non-essential operations due to the pandemic. This decision affected the offices I was privileged to help oversee, the field teams, and the 20 projects (that had hundreds of workers tied to them) we had under construction. We had to put them on hold immediately.
Who do you furlough first? What development projects do you shut down first? Fast forward, who do you bring back first, and what projects do you start up again? It was a no-win decision, but it had to be made. With respect and compassion, calls were made, and lives were changed for all, myself included. The company survived, and we eventually were able to bring back everyone from furlough who wanted to return and were able to complete every project we had put on hold.
Thank you for all that. Let’s now turn to the main focus of our discussion about Operational Scalability. In order to make sure that we are all on the same page, let’s begin with a simple definition. What does Operational Scalability mean to you?
Operational Scalability refers to an organization’s ability to effectively and efficiently increase its footprint, systems, and processes to handle greater demand. This encompasses both maintaining the current footprint and strategically planning for growth.
Which types of business can most benefit from investing in Operational Scalability?
While all businesses can benefit from Operational Scalability, essential businesses see particular advantages. In the child care industry, Operational Scalability allows our team to accommodate more children, offer specialized learning programs like Lightbridge Academy’s Seedlings curriculum, and enhance the child care experience through technological advancements for families like our ParentView® Internet Monitoring System which enables families to see their child in real-time over a secure, password-protected internet connection.
In my previous dental role pre-COVID, we relied heavily on Excel for data manipulation. However, during the pandemic, the organization made significant investments in streamlining data processes. By the time I left, on the operations side, we were able to understand the probability of which office would be busy and identify the specific variables driving that success. This capability allowed us to stay ahead of the market by predicting where additional offices were needed to serve the community effectively.
When an organization can accurately predict future demand for its services, it gains a substantial advantage in planning and resource allocation. Investing in operational scalability in the dental industry enabled us to not only meet but anticipate patient needs, optimize resource deployment, and ultimately drive growth more efficiently and strategically.
Why is it so important for a business to invest time, energy, and resources into Operational Scalability?
Operational Scalability affects multiple aspects of a business, from overall growth and innovation to improving efficiency and maintaining a competitive edge. Investing in operational scalability is critical for a company’s growth, allowing it to seamlessly expand its customer base and enter new markets without being held back by existing processes. Prioritizing scalability also empowers innovation, giving a business the agility to adapt swiftly to new opportunities and evolving market conditions. This strategic focus enhances a team’s efficiency, streamlining workflows and reducing costs, ultimately boosting profit margins. Moreover, a commitment to scalable operations ensures that a business maintains a competitive edge, enabling it to respond quickly to market demands and outperform its competitors.
In contrast, what happens to a business that does not invest time, energy, and resources into Operational Scalability?
Any business that does not invest time, energy, and resources into Operational Scalability can face several significant challenges including stagnant growth, poor customer experience, high turnover and a competitive disadvantage. Without scalable operations, businesses may struggle to handle increased demand or expand into new markets which can lead to missed opportunities. It can also affect the customer experience through delays, errors, or a lower quality of service. As competitors invest in scalability efforts, it allows them to respond more effectively to market changes, scale their operations smoothly, and offer better prices or services which can leave businesses that aren’t prioritizing Operational Scalability at a significant disadvantage.
Overall, operational scalability isn’t just about handling growth; it’s about ensuring efficiency, flexibility, and resilience in the face of changing circumstances. Businesses that overlook this aspect risk stagnation, inefficiency, and even failure in competitive markets.
Can you please share a story from your experience about how a business grew dramatically when they worked on their Operational Scalability?
Given the persistent demand for high-quality early educational child care across the country, I’ve been honored to spearhead Lightbridge Academy’s recent growth which has been nothing short of remarkable. We have awarded 17 new franchises and celebrated eight grand openings in 2024 so far with this trajectory expected to continue into the latter half of the year and far beyond. Over the last two years, the commitment of the Board of Directors and our CEO to scale the business is evident. Bringing on additional resources has helped attract quality franchisees into our system, best-in-class enrollments, historical projects for openings, and a continued focus on the children and families we serve. While our foundation remains our people, it’s crucial that our systems and processes support them effectively. As our team continues to pursue new and existing markets for growth, we’re looking forward to opening 20+ locations in 2025 and 2026. Lightbridge Academy is now at a pivotal point where we can confidently say we are about to hit our stride.
Here is the primary question of our discussion. Based on your experience and success, what are the “Five Most Important Things A Business Leader Should Do to Set Up Systems, Procedures, And People to Prepare a Business to Scale”? If you can, please share a story or an example for each.
When considering scaling an organization, several critical components must be evaluated and addressed to ensure success:
People: The most crucial factor is having the right team in place. If the team is competent, aligned, and motivated, growth will naturally follow. Ensuring that everyone understands and buys into the organization’s vision and goals is essential for fostering a collaborative and productive environment.
Process: Many organizations in the early stages of scaling rely on tribal knowledge, which often isn’t documented. Developing and implementing Standard Operating Procedures (SOPs) is vital for consistency and efficiency. These documented workflows help onboard new team members quickly and maintain a high-quality work product across the organization.
Systems: The ability to access and analyze live data is critical. Implementing systems that provide real-time data and enable regression and sensitivity analyses can significantly enhance decision-making. By leveraging data-driven insights, organizations can build confidence in their ability to predict future trends based on past performance, leading to more informed and strategic growth decisions.
Culture: Maintaining and nurturing the company’s culture is essential during the scaling process. As the organization grows, it’s important to ensure that the core values and mission that initially drove success remain intact. This involves clear communication, reinforcing the company’s vision, and fostering an environment where employees feel valued and connected to the overarching goals. By preserving a strong, positive culture, the organization can maintain its identity and continue to attract and retain top talent, even as it expands.
What are some common misconceptions businesses have about scaling? Can you please explain?
One of the biggest misconceptions about scaling an organization is the fear of losing the culture and the foundational values that contributed to its success. It’s a valid concern; as organizations grow, changes are inevitable. However, with the right leadership and a team willing to have a little faith, scaling can become an exciting adventure rather than a daunting challenge.
It’s essential to acknowledge that not everything will remain the same, and that’s okay. It allows for the possibility that the future may be even better. Growth necessitates adaptation and evolution. However, the core values and culture that define an organization can be preserved and even strengthened through intentional efforts. Leaders play a critical role in this by fostering an environment that celebrates the organization’s roots while embracing new opportunities and innovations.
Organizations with a growth mindset offer opportunities that far exceed those found in stagnant or resistant-to-change environments. The benefits of being part of such a dynamic and forward-thinking organization are numerous, including personal and professional growth, exposure to diverse ideas and experiences, and the ability to contribute to meaningful and impactful projects.
In essence, scaling does not have to mean sacrificing culture. With visionary leadership and a committed team, the journey of growth can enhance the organization’s values, drive, and success.
How do you keep your team motivated during periods of rapid growth or change?
I believe maintaining a company’s culture while scaling is one of the hardest challenges. It starts with a clear vision and defined goals. Without these, the team lacks clarity on the desired end result and the purpose behind it. This clarity is crucial for aligning efforts and ensuring everyone is working towards the same objectives.
Equally important is maintaining a healthy work-life balance. Our team faces immense pressure, being at the forefront of unit growth. It is essential to create an environment where team members can step back, recharge, and spend quality time with family and loved ones. This balance not only supports individual well-being but also sustains long-term productivity and engagement.
By combining a clear vision with a commitment to work-life balance, we can navigate the complexities of scaling while preserving our culture and ensuring our team’s well-being.
Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?
“Remember Who’s Watching” — Shortly after my mother passed away, I took on a significant challenge: training for and climbing Mt. Shasta in California for the Breast Cancer Fund’s “Climb Against the Odds” event. During that training, we were asked what would push us beyond our limits and keep us going. For me, it was the thought of my mother, my wife, and all the others who supported me, whether they were present or would ever find out.
This experience ingrained a powerful motto in my life: “Remember who’s watching.” I constantly ask myself what they would see in my actions and how they would perceive my efforts and the way I live my life. This guiding principle helps me strive for integrity and excellence, reminding me to push through challenges and setbacks. When I stumble, I always return to those simple three words, ensuring that my actions reflect the values and strength of those who believe in me.
How can our readers further follow your work online?
Readers can follow my work as Chief Development Officer of Lightbridge Academy through our LinkedIn. For entrepreneurs looking to learn more about franchising opportunities at Lightbridge Academy, they can visit Lightbridge Academy’s website HERE.
This was very meaningful, thank you so much! We wish you continued success!
Operational Scalability: Craig Murray of Lightbridge Academy On How To Set Up Systems, Procedures… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.