Thinking about selling
your preschool?
This is our flagship practice. Connor Pitts spent three years inside Cadence Education, a national acquirer, working through more than 40 early childhood transactions from the buy side, sitting across the table from the owners who built those schools. We know the platforms, the private equity groups behind them, what they pay, and what they walk away from. If you own one center or twenty, we will tell you honestly what it is worth today and whether today is the right time. Both principals on every call, and nothing owed until it closes.
A small buyer universe,
and a long runway.
Early childhood is one of the most concentrated buy sides in the lower middle market, and one of the least consolidated markets. Both things are true at once, and together they explain why running a real process matters more here than almost anywhere else.
Sources: Congressional Research Service IN12443, October 2024; Tyton Partners; Navagant ECE Industry Report, Q3 2024, citing PitchBook. Fuller figures and our advisor comparison sit in the early childhood education M&A advisor guide.
what your school is worth.
That asymmetry is the whole problem. A national platform has underwritten hundreds of schools and knows exactly where your enrollment, ratios, and lease terms land against the last ten it bought. Most owners are pricing their life's work for the first and only time. Closing that gap, before a number is ever discussed, is what we are actually for.
Center count moves
the multiple most.
You will find tiered ladders on brokerage sites quoting a multiple per center count. We do not publish them. The two we checked disagree by 100% at the entry tier, one putting a single site at 2 to 4x EBITDA and the other at 4 to 7x, and neither shows a dataset behind it. Everything below is either a closed transaction or a practitioner’s published example, labelled as such. Our childcare and daycare valuation guide sets out where each figure comes from.
Owner-Operated, On SDE
Across 425 day care and child care centers actually sold between 2021 and 2025, half landed between 1.94x and 4.03x seller’s discretionary earnings, averaging 3.27x. Median sale price $395,000 on median owner earnings of $132,779.
Preschools Specifically
Preschools sold over the same five years averaged 3.12x SDE, at a median price of $435,000 on $170,689 of owner earnings. They took a median 187 days to sell and closed at about 0.90 of asking.
Size Moves It Most
From the same dataset: a center at roughly $850,000 of annual sales may sell near 4x earnings, while one below $400,000 sells closer to 2x or less. Scale moves the multiple before anything else does, which is the honest case for building before selling.
Managed Schools, On EBITDA
A different basis entirely. Sell-side specialists in this sector publish worked examples at 6x and 7x EBITDA once a school runs on management rather than on its owner, driven by leadership depth, real estate quality, and private-pay against subsidy mix.
SDE and EBITDA are not the same number. Seller’s discretionary earnings includes the owner’s own compensation; EBITDA does not. A 3x on SDE and a 6x on EBITDA can describe the same school, which is why any range quoted without its basis is close to meaningless. Sources: BizBuySell sold-transaction benchmarks, 2021 to 2025; HINGE Early Education Advisors.
| Same eight classrooms, two very different schools | Owner-dependent | Built to hand over |
|---|---|---|
| Enrollment against licensed capacity | About 70% | About 95%, with a waitlist |
| Director tenure | Owner is the director | Non-owner director, several years in |
| Lead teacher turnover, annual | High, ratios often strained | Low, ratios consistently met |
| Tuition moved with costs | Held flat to protect families | Raised steadily, families stayed |
| Buildings and lease | Bundled, never priced separately | Priced separately from the operating company |
Illustrative comparison, not a quote or a documented transaction. Same classroom count, very different businesses. This is what we mean when we say the premium is earned below the topline.
Six things buyers
dig into first.
These are the items that decide an early childhood deal once a buyer is past your revenue. We help you get each one ready before we go to market, which overlaps heavily with what buyers look for in any acquisition target.
Enrollment Against Capacity
Not headcount, utilization. A buyer wants enrollment and waitlists by classroom against your licensed capacity, because empty licensed seats are the cheapest growth they will ever buy and they will price them as theirs, not yours.
Director And Teacher Tenure
The single most common discount in this sector is a school that is really its owner. A tenured non-owner director and stable lead teachers convert a personal business into a transferable one, and buyers pay a different multiple for each.
Licensing And Ratios
State licensing files, inspection history, and staff-to-child ratios are diligence items, not paperwork. Clean records shorten the process. Open findings or chronically strained ratios reopen price after you have already agreed one.
Tuition Pricing Power
A school that raised tuition steadily through the cost inflation of recent years and kept its families has demonstrated something a buyer cannot assume. Holding rates flat to protect families is admirable, and it shows up as a lower multiple.
The Real Estate Decision
Most acquirers buy the school and lease the buildings. KinderCare leases roughly 1,600 of its centers, which tells you the model. The rent you set changes the EBITDA the multiple is applied to, so price the business, the box, and the lease separately, or a buyer will price them for you and keep the difference.
Financials A Buyer Can Trust
Owner compensation, family payroll, personal expenses, and any related-party rent separated cleanly, with classroom-level economics behind them. This is what decides whether your add-backs survive diligence or quietly disappear.
What we actually do
for a school owner.
Tell You Where You Stand
A real range before you commit to anything, built from your enrollment, utilization, staffing, lease terms, and normalized earnings. If the honest answer is that you should wait two years and build, we will say so and you will owe us nothing.
Build The Evidence First
Classroom-level enrollment and utilization, ratio and licensing files, director and teacher tenure, tuition history, and clean normalized earnings with the real estate separated. Assembled before a buyer sees anything, not during diligence.
Build The Right Buyer List
National platforms, regional PE-backed groups, family offices active in education, and sponsors looking to build a platform. The universe is small enough to cover properly and varied enough that their offers differ meaningfully.
Run The Competition
Approach them together rather than one at a time, with first offers typically on the table within about 30 days of going to market. Then negotiate structure, not just price, because how an offer is built decides what you keep.
A short list,
and we know it.
PE-backed national platforms are actively buying independent preschools and small chains, with family offices moving in alongside them. A sample of named acquirers with documented activity:
Cadence Education
PE-backed national platform, and the acquirer Connor worked inside. Passed 300 schools in 2024. Multi-brand and multi-curriculum, so it buys schools that do not have to be rebranded.
KinderCare Learning Companies
The largest US provider, at 1,601 centers, and a public filer, so what it pays is disclosed rather than guessed at. In the year to January 3, 2026 it bought 26 centers across 24 separate deals for $24.7 million, roughly $950,000 per center.
Busy Bees / BrightPath
Global operator and one of the more acquisitive buyers in North America. Entered the US through Educational Playcare, expanded across CT, MA, NY and OH, then into Washington State with a thirteen-school acquisition.
Bright Horizons
Publicly traded operator and the largest of the strategic acquirers. Its $319 million acquisition of Only About Children ranked among the sector’s ten largest deals that year, per Berkery Noyes.
Why we sit on your side
of this table.
Connor spent three years at Cadence Education working through more than 40 early childhood acquisitions from the buy side. He has read the diligence lists these platforms send, seen which add-backs they accept and which they strike, and watched what happens to an owner who negotiates alone against a team that does this monthly. Salt Creek is a young firm and we will not pretend otherwise: that experience is Connor’s from inside an acquirer, not a list of Salt Creek closings. What it buys you is that we already know how your buyer thinks, because one of us used to be your buyer.