Earlier today, I was interviewed by a team member about the entrepreneurial journey of starting Stellar and offering advice to early childhood education students. The interview was intended for Rachel, the Head of Early Years at Stellar Early Years Group (SEYG). In a clever twist, Rachel arranged for her to interview me instead, creating an opportunity for me to interact with the team member. The entire interview process lasted about 45 minutes, and I thoroughly enjoyed it. I thought I’d share it here as I found the conversation particularly meaningful.
Interviewer:
Good morning, Mr. Daniel. Thank you for taking the time to meet and share your business journey with us. Let’s start with our first question. Could you tell me about your business and why you started it?
Daniel:
The reason I started this business was to create a vehicle or platform for a greater mission. Previously, I had another company that was very profitable, which I left at its peak. The key difference between the two companies is that my first company was focused on profit, while with Stellar, I wanted to focus on education. Since I had a partner in my previous venture, I decided to exit that company and establish Stellar.
Interviewer:
Can you tell me more about Stellar?
Daniel:
To me, Stellar represents a second chance in life. It was a challenging start, but I was grateful for the opportunity to begin anew. I wanted to ensure that we did things right. At that time, I met a mentor, the founder of UCSI, and I was impressed by how he ran his company. His approach was different from what I had imagined. We also wanted to incorporate biblical values into our work, and integrity became a core value for Stellar. We decided to go through the proper licensing process, which took two years and was quite painful, but ultimately fulfilling. Our focus was on building a strong team through servant leadership, helping the team grow, which would, in turn, grow the business.
Interviewer:
Thank you. Moving on, what needs or problems in early childhood education does your business address?
Daniel:
Great question. The reason we chose early childhood education is that, in my previous role as a lecturer, I noticed significant disciplinary issues among students. When addressing these issues, I found that the root of the problem often lay with the parents. Many students came from broken or distant family situations, which affected their behavior and mental development. This led me to believe that education should start early, and we needed to involve parents as well.
When my son was about to be born, it prompted me to think more about young children. Initially, I was more comfortable with college students, but as I began to understand the importance of early childhood education, I realized that the sector was misunderstood and undervalued. We wanted to change the perception of early childhood education, making it a respected profession rather than one seen as a fallback.
Interviewer:
Very impressive. How long have you been on this journey, and how has it evolved over time?
Daniel:
We’ve been on this journey for about eight years. Over time, our mission has remained focused on providing quality education and elevating the profession of early childhood education. Initially, we faced significant challenges, including building our reputation and securing the necessary licenses. As we grew, we realized that our goal extended beyond just our business; it was an industry-wide issue. We discovered that similar challenges were faced globally, which made us even more determined.
We have seen progress, and while we haven’t changed the global landscape yet, we’ve made a mark in our region. Our reputation has grown, and our identity as a reputable institution has become established.
Interviewer:
You mentioned that it took two years to get the license. Can you share more about the steps you took to start your business, including obtaining the license?
Daniel:
The process to start the business involved several steps. First, we had to deal with various authorities, including the Ministry of Education, the City Council, and other departments. We faced numerous hurdles, including the need for specific approvals and renovations. For instance, we had to submit architectural plans and comply with health and safety regulations.
The most challenging part was dealing with the bureaucracy and the need for patience. We were on a tight budget and had to work with limited resources, which made the process even more difficult.
Interviewer:
What were some of the hardest challenges you faced, and how did you address them?
Daniel:
The hardest challenges came from multiple angles. We faced burnout, financial concerns, and regulatory hurdles. The biggest challenge was making decisions based on fear rather than hope.
To overcome these challenges, perseverance was key. We learned that growth involves a process, and as leaders, we had to endure certain difficulties to grow. We didn’t have all the answers, but we relied on our core team’s belief in our mission and supported each other through tough times.
Interviewer:
Apart from personal perseverance, did you receive any advice or support from others?
Daniel:
Yes, I am not shy about seeking help. I reached out to many people for advice, including the UCSI group, which provided valuable insights and support. We also received help from other entrepreneurs, faith groups, and various networks. Their support, both practical and spiritual, was crucial to our journey.
Interviewer:
Let’s discuss the future plans. What are your goals for your business both in the near and long term?
Daniel:
From the beginning, our goal has been very straightforward, though it’s quite challenging to achieve. We simply want to return the value to the educators. This focus was very inward-looking, concentrating on our team. As we scaled, we started to realized that Stellar has a social responsibility. We can’t make decisions solely based on our interests. During the MCO, our growth was extraordinary—initially 300%, later 600%. This attracted attention from industry players, not just our parents and students but also investors interested in our potential. They invited us to join a public listing or even offered to buy us at a high price.
From a personal perspective, an exit might seem ideal. You could stop working and enjoy financial security for the next 10-15 years. However, if we don’t sell, there are risks. We can’t predict the future, and the situation in 2021 seemed quite uncertain. If we exit now, the money would be secure, allowing us to make choices without financial constraints. As we scale, we must consider our social responsibility and not just our personal interests.
We’ve observed that many schools have faced issues when management sees education as a commodity to be bought and sold. This often leads to problems for parents, children, and teachers, causing unnecessary disruptions and wasted resources.
Interviewer:
Who suffers as a result?
Daniel:
On the ground, it’s the parents, children, and teachers who suffer. This creates a lot of unnecessary energy and resource waste. When making decisions about our next steps, like expanding to a new campus, we must consider more than just our preferences. Although there are easier options available, we need to be mindful of the parents who have committed to our current location.
Interviewer:
Are you planning any new campus expansions?
Daniel:
Yes, we’re considering expanding to a new campus as we’re approaching our current capacity. However, we can’t base this decision solely on our preferences. Despite other options that could be simpler, we need to ensure that the new campus will be close enough for our existing families. We’ve committed to staying within a 5KM radius, and we need to address the logistics of transporting students who might not have their own transportation.
Interviewer:
How do you see the future of early childhood education, and how is your business preparing for it?
Daniel:
The future of early childhood education is very promising. In this generation, we’re moving beyond the basic needs of food and shelter to focus on the next generation. People are increasingly aware of the importance of early childhood education. As society becomes more educated and affluent, there will be greater emphasis on this sector.
Interviewer:
What advice would you give to young people who want to start a business in early childhood education?
Daniel:
First, you need to understand what you truly want and who you are. The journey will be filled with challenges and frustrations. If you want a comfortable life, this might not be the right path. You need to be passionate about working with children and committed to making a positive impact in the industry.
If you’re serious about starting a business in this field, be prepared for the difficulties. I personally have experienced a lot of stress and even depression due to the pressures of running a business. It’s a constant presence, affecting all aspects of your life. If you genuinely love what you do and are willing to pay the price for it, then go for it. However, if you’re more interested in the status of owning a preschool, be aware that it can be very challenging. Consider alternatives like buying a franchise if you want to avoid starting from scratch, though franchises come with their own set of rules and frustrations.
Interviewer:
Thank you so much. That was the last question. I appreciate your insights. It’s been a wonderful journey hearing about how Stellar has evolved and grown.
Daniel:
Thank you. It’s been a pleasure to share our journey.
Leave a Reply