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earlyyears.teachwire.net
Even the most successful businesses had to start
somewhere, as Marg Randles, Managing Director of
the UK’s largest nursery provider, knows very well...
f you are already familiar
with the early years
sector, you will no doubt
have heard of Marg
Randles. Co-founder and
managing director of Busy Bees, she has
played a pivotal role in the establishment
and development of what is one of
the sector’s most successful childcare
businesses, throughout the last 35 years.
What you may not know is the story
behind the success...
Marg knew from a very early age
that she wanted to teach, and duly
embarked on a career in education.
But in 1983 she, her husband and four
friends (all teachers) recognised an
unmet demand for high-quality childcare
while searching for places for their own
children. Over a pub lunch they devised
a solution, which was penned out on
the back of a beer mat, and Busy Bees
was born. The Randles and Woodwards
sold their homes to purchase their first
nursery in 1984, sharing the living
space above for four years. They were
determined to provide quality care
and maintained a strong belief that it
would work. Fortunately, it did. Now,
as managing director, Marg is currently
responsible for 257 nurseries, a school
GROWING
BUSY BEES
and two children centres in the UK, and
62 settings in South East Asia. Over the
last three decades Marg has touched
the lives of over a million children and
in 2015 was presented with an OBE for
her outstanding services to children and
families in the UK.
“We wouldn’t have one nursery, let
alone 257, if it wasn’t for the exceptional
people we have in the company who
deliver amazing opportunities to children
every day,” Marg says. “Many of my
colleagues and supporters have become
lifelong friends, and I thank them for their
loyalty and commitment over the years.
“From the very beginning when we
opened up our first nursery, our desire
was to create amazing opportunities for
children and we believe, vehemently,
every child in our care should receive
the same quality provision that we
demanded for own children.
“As teachers, we had very little
money when we first set out, but thanks
to the Cooperative Bank, who believed
in us throughout, we finally managed to
secure a loan. We have always had (and
still do have) formidable focus, energy
and the necessary level of aspiration to
overcome adversity. Having sold our
homes, we poured every penny into the
business and literally had no choice but
to make it a success. It was not always
plain sailing. The 1989 property slump
put us in negative equity and we simply
couldn’t service the debt. To secure the
sustainability of the business we made
a very difficult decision to remodel the
business, moving it from one dependent
on residential property values to a
nursery management model dependent
on fees from major national employers.
“Although the early years were
fraught with financial risk (no profits for
three years, a huge bank loan and the
aforementioned property slump) it was
a magical time. There were moments
of frustration due to government/policy
changes and pressures beyond our
I
control, but we realised we had enough
support and tenacity to find a solution.
As a company we have an ability to
solve problems, learn from mistakes, and
empower like-minded souls, which has
certainly contributed to our success. In
1984 our blueprint was set and, through
innovation, experience, expertise and
acquisition, myself and co-founder John
Woodward are now custodians of a
national and international network of
local, quality nurseries with plans for
extensive growth here and overseas over
the next three years.”
SUSTAINABLE
GROWTH
“Back in 1990 Busy Bees National
Support Centre (with experts in
Childcare, Catering, HR, Marketing &
PR, Estates, Finance & IT) was born
out of a desire to keep Busy Bees
at the forefront of innovative quality
childcare and expansion plans. A brand
is a promise and we are committed to
keeping our promise throughout every
acquisition. Sensible policies, procedures
and robust recruitment plans have
enabled us to achieve a sustainable
business model and growth.
“Staff are undoubtedly key to
our success. Therefore, we prioritise
recruitment and training, and offer career
development opportunities to those that
understand and embody our ethos. Our
HR and Training departments ensure
we have a content and experienced
workforce, and a pipeline of talent ready
as we grow. We were the first childcare
company to become Investors in People
(circa 1990) and our ‘grow your own’
mantra has proved triumphant, with
many staff celebrating over 20 years
with us. As we have climbed the career
ladder, so have apprentices risen to room
managers, nursery managers, regional
directors and divisional directors.
Nothing gives me more pleasure
than watching a devoted and talented
member of staff reach their career
goals, especially when they can nurture
up-and-coming staff and become our
perfect role models. Now members of
the 5% apprenticeship club, we are set
on eradicating the negative perceptions
around choosing childcare as a career,
challenging the whole ‘hair or care’
ethos that it’s only fit for those who
struggle academically.
“The majority of our surplus is
ploughed back into our buildings
or to acquire new nurseries. Our
children’s safety is paramount.
Our Estates department also
We poured every
penny into the
business and
literally had no
choice but to
make it a success.
