There is a quiet shift taking place in the early years sector.
New entrants are no longer approaching nursery investment purely through the lens of scale or consolidation. Instead, there is a growing emphasis on learning, collaboration, and building from the inside out. It reflects a more grounded understanding of what it takes to create sustainable, high-quality provision.
At Owen Froebel, we are seeing this mindset shape a new generation of operators. Nowhere is this more evident than in the journey of Emperor Nurseries.
Starting with curiosity, not certainty
Established in January 2023, Emperor Nurseries Group has grown steadily, with settings across Hertfordshire and Hampshire and a clear ambition for further expansion.
What stands out is not just the pace of growth, but the mindset behind it.
As Sunil Unadkat explains:
“One of the obvious things to do… is actually pick up the phone, give people a call and ask, ‘What is it like?’… 99% of the things we were hearing were positive.”
Rather than assuming expertise, the founders approached the sector with humility. They sought insight from existing operators, tested their assumptions, and entered the market with a willingness to learn.
This is a subtle but important shift. In a sector built on relationships and trust, curiosity often proves more valuable than conviction.
Learning on the ground
The transition from research to reality is where many operators are tested. For Emperor Nurseries, the decision to prioritise learning within their first acquisition was fundamental.
Sunil reflects:
“We fully acknowledge that we weren’t the childcare experts at that time… we needed to work with a childcare expert.”
By embedding themselves alongside experienced nursery leaders, the group created a collaborative model from day one. It is an approach that recognises a simple truth: operational knowledge in early years cannot be replicated from the outside.
Avi Sethi reinforces this perspective:
“The best way of learning anything is actually being in there… the first day, the first week is where you learn the most.”
This emphasis on lived experience over theory is increasingly common among high-performing groups. It builds credibility internally and ensures that decision-making remains closely connected to the realities of nursery life.
People at the centre of the model
If there is one theme that consistently defines successful nursery groups, it is the way they engage and support their teams.
For Emperor Nurseries, this has been a central focus from the outset.
As Sunil puts it:
“Without the staff, it’s just a building.”
In practical terms, this translates into investment in training, open communication with leadership, and a conscious effort to create a sense of belonging across settings. It also reflects a deeper understanding of the sector’s most pressing challenge. Staffing is not simply a risk to be managed, but a responsibility to be embraced.
Leah offers a useful perspective here:
“A lot of people feel like they need to learn everything before they own a nursery, but that’s really hard to do.”
In many ways, this extends to leadership itself. Building a strong team is not about having all the answers, but about creating an environment where people can grow together.
Rediscovering the purpose behind provision
Perhaps the most compelling insight from Emperor’s journey is the sense of connection to the purpose of early years education.
Sunil reflects:
“When you realise what you’re striving to do is sending a child off ready for school… it’s actually really fun. We want to be part of it.”
This is a powerful reminder. Beyond the metrics and models, early years remains a deeply human sector. The impact is visible, immediate, and lasting.
Avi adds a final note of perspective:
“We’re still learning… every day’s still a school day.”
That mindset, grounded in humility and openness, may well be one of the most important indicators of long-term success.
A model for considered growth
The story of Emperor Nurseries reflects a broader evolution in the market.
Growth is no longer defined solely by acquisition. It is shaped by integration, culture, and the ability to build strong, empowered teams. Operators who recognise this are not only creating resilient businesses, but also contributing to a stronger, more sustainable sector.
At Owen Froebel, we see increasing alignment around this approach. Investors and operators alike are placing greater value on quality, partnership, and long-term thinking.
The question is no longer how quickly a group can grow, but how well it can do so.
And in that context, the willingness to learn may prove to be the most valuable asset of all.
