Early Childhood Education & Preschools

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.

The 2026 ECE Market

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.

13 of 16 Largest Chains Are PE‑Backed Of the 16 largest for-profit providers, 13 have known current or past private equity investment. Together they are licensed for roughly a million children.
~10% Of The Market They Serve Those platforms reach only about a tenth of the childcare market by enrollment. Consolidation is still early, which supports pricing.
8.4x Median Public EV / EBITDA Median across three public early childhood companies, on a range from 6.2x to 22.6x. Public comps sit well above private lower middle market pricing.
Concentrated Buyers For A Multi‑Site Group Few acquirers can write the check for a multi-site group, and they talk to each other. Reaching all of them at once is most of the job.

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.

The buyers already know
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.

What Schools Sell 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 We do not publish them.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.

1.9–4.0x

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.

3.1x

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.

2x → 4x

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.

~6–7x

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 capacityAbout 70%About 95%, with a waitlist
Director tenureOwner is the directorNon-owner director, several years in
Lead teacher turnover, annualHigh, ratios often strainedLow, ratios consistently met
Tuition moved with costsHeld flat to protect familiesRaised steadily, families stayed
Buildings and leaseBundled, never priced separatelyPriced 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.

What Earns A Premium

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.

01

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.

02

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.

03

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.

04

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.

05

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.

06

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.

How We Would Run Your Sale

What we actually do
for a school owner.

01

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.

02

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.

03

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.

04

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.

Who Is Buying

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.

Download: Acquisition Trends & Buyer Criteria (PDF)

Owner Questions

What school owners ask us first.

Scale moves it more than anything else, and the earnings basis matters as much as the multiple. Across 425 day care and child care centers actually sold between 2021 and 2025, half went between 1.94x and 4.03x seller’s discretionary earnings, averaging 3.27x, at a median sale price of $395,000. Preschools specifically averaged 3.12x SDE at a median $435,000. Professionally managed schools get quoted differently, on EBITDA, where sector specialists publish worked examples at 6x and 7x. Those are not competing numbers, they are different denominators: SDE includes your own compensation and EBITDA does not, so a 3x on SDE and a 6x on EBITDA can describe the same school. We do not quote the per-center-count ladders you will find on brokerage sites, because the two we checked disagree by 100% at the entry tier and neither shows a dataset. Our childcare and daycare valuation guide sets out the figures, and our valuation tool gives you a starting range in about two minutes.
Usually not in the same transaction, and not to the same buyer without pricing each piece separately. Most acquirers of preschools buy the operating business and lease the buildings, which means the rent you set in that lease directly changes the EBITDA the multiple is applied to. Above-market rent lowers the operating company’s value. Below-market rent raises it but reduces what the real estate is worth to an investor. Owners who separate the business, the buildings, and the lease terms deliberately tend to get paid properly for each. Owners who let a buyer bundle them usually get paid once.
Maybe not, if the offer is genuinely strong, and we will tell you honestly if it is. But an unsolicited approach from a national acquirer is a number built to work for them, arriving before you had any chance to create competition. The Congressional Research Service found that of the 16 largest for-profit providers, 13 have known current or past private equity investment. That is a small, knowable buyer universe, and they know it too. Before you sign anything, it is worth knowing where you would land with more than one of them at the table. Here is how strategic and private equity buyers differ.
A well-run process generally takes six to nine months from engagement to close, with first offers usually on the table within about 30 days of going to market. Early childhood diligence has its own long poles: state licensing files, staff-to-child ratios, director and lead teacher tenure, enrollment and utilization by classroom, waitlists, and lease or deferred capex issues at each site. Getting those in order before you go to market is most of what shortens the timeline. Here is our full breakdown of how long it takes to sell a business.
No, though you should know what scale does to your multiple. In the sold data a center at roughly $850,000 of annual sales may go near 4x earnings while one below $400,000 goes closer to 2x or less, and single sites are underwritten as owner-dependent. Groups of five or more start attracting private equity as genuine buyers rather than theoretical ones. If you are one or two centers and not in a hurry, the highest-return work is often building enrollment, director tenure, and clean financials for a year or two before a sale rather than during one. We are based in Chicago and work with school owners nationally, and we will tell you honestly whether now is the right time or whether you should wait and build first. It is also worth knowing how a sell-side advisor differs from a business broker.

Want a number, not a pitch?

The valuation tool takes about two minutes and shows you who is actually buying in early childhood. Prefer to talk it through first? Call us. We will tell you straight whether now is your moment or whether you should build for another year.