When exploring a franchise opportunity, most people focus on the start. What training is included? How thorough is the launch support? What happens in year one? These are vital questions. A strong start builds confidence and sets the tone for success. But there’s another question prospective franchisees should ask: what happens once I’m performing well?

In many networks, support is front-loaded. Once a franchisee becomes competent and stable, the franchisor’s attention shifts to the next intake. Yet the strongest franchise brands understand that success is not a finishing line. It’s the point where leadership development truly begins.

As franchisees grow, so do their challenges. They start thinking about expanding client base, building teams, protecting culture and balancing ambition with personal life. Without continued mentorship, even high performers can plateau.

At Basking Babies, this thinking led to the creation of the Highflyers Club, a group designed to stretch and support franchisees who are consistently exceeding standards. The group’s membership is based on values and a genuine desire to grow rather than just increase revenue.

Tim Morris, Founder of Pinnacle Franchise Growth Experts and Co-Founder of Franchise-HQ, runs the group as guide and coach. He focuses on removing the fear that often accompanies growth: “I aim to take fear of failure out of the franchisees’ minds. Together, we figure out what great looks like for each group member and their business. Then we look at how they reach that goal one step at a time while keeping the flexibility they desire.”

The goal isn’t pressure. It’s direction and confidence.

For Gemma George, who has only been the owner of the Basking Babies Burnham, Hatfield Peverel & Maldon for under a year, joining the group was never a target. Instead, her growth came as a natural by-product of consistency and care.

“I knew there was a Highflyers club, I just didn’t think it was something I would be a part of – at least not for quite a while anyway. I always aim to listen to what my mums want and try my hardest to make that a reality. Ultimately, they’re the people you’re doing this for.”

Carla May, owner of Basking Babies Braintree, Coggeshall & Halstead, was the first to be invited to join the programme when it launched as a pilot. While she was initially curious about how external coaching from outside the industry might work, she quickly recognised the value of Tim’s insight and the positive impact of his guidance. Tim’s guidance helped her not only expand her business but also grow in confidence in herself and her abilities.

“I’m incredibly grateful for Tim. He’s a very honest, kind, compassionate and patient man. It’s a privilege to have his expertise, support and guidance – I’ve really valued it. The collaborative nature of the group has been amazing too, because we’re all learning from each other and celebrating one another’s progress along the way.”

Her experience highlights something important for prospective franchisees. When assessing a franchise, look beyond the launch phase and ask how growth is nurtured over time. The strongest networks understand that when franchisees feel supported, stretched and truly valued, that confidence flows outward and into their local communities. At Basking Babies, growth is never about chasing numbers alone. It’s about building capable, confident leaders who create meaningful spaces for families to connect and thrive. Because when a franchise invests in its people long after the start line, success doesn’t just elevate one business – it strengthens the whole community around it