For the past 25 years, former school teacher Denise Thompkins has owned and operated Sylvan Learning Center, which she launched in New Hampshire with three franchise locations. The Bedford-based company provides a resource for students who need extra attention outside their regular school environment. Thompkins recently appeared on NH Business Review’s “Down to Business” podcast. This article was adapted from the interview and was edited for space and clarity.
“Traditionally we follow the same curriculum as a school,” Denise Thompkins says. “Some students have gaps within their education, which we’re seeing more now because of the time with COVID. A lot of middle school kids right now are having the most struggle because it was their early years that they had to miss.”
Q. You started in Lawrence, Mass., public schools for a couple of years. What inspired you to make the transition to Sullivan?
A. When I first I did a program through my master’s degree, the internship happened to be in Lawrence. I loved the school, I loved the kids, but the city was in a little bit of a changeover. During the time frame that I was there, there were maybe three new superintendents. Each year I was in jeopardy of being rehired.
I was offered the opportunity to come to Sylvan. A friend of the family actually sat on the board with one of the founding members of Sylvan and said, “Hey, I’m thinking about investing in this company. What do you think about running it?”
Baltimore, Maryland, is where their hub is. I got to meet the people, looked at the program — it was everything that I loved about teaching, but I would have a little more control.
We became business partners instead of just me just working for him. It was a great choice.
Q. You oversaw the growth of three franchises. How did that process evolve?
A. We purchased all three from the get-go. We had the Lakes Region, we had Concord and we had Manchester. Manchester was the first to open. About six months later, we opened Concord. And then probably about a year later, we opened one in downtown Meredith over by the train station. We had Meredith probably only two or three years, and then I sold to the director who worked for me. We had Concord for almost 10 years.
Then everything started to become electronic and online, so we didn’t need as much space. We brought the two together and then housed it out of Bedford. Bedford is our hub.
Q. What are the differences between Sylvan Learning and traditional education, and what are the more challenging aspects of operating that?
A. Traditionally we follow the same curriculum as a school. Some students have gaps within their education, which we’re seeing more now because of the time with COVID. A lot of middle school kids right now are having the most struggle because it was their early years that they had to miss. We can target those areas. I can work with the schools to make sure we’re on track. I’m working on the same skills, and it just makes the gaps move a little faster. Schools have programs as well, but there’s only so much time in a day to be in the classroom.
Q. How did the business evolve during COVID, and what did you learn from that experience?
A. All of our programs were already online so we could access all of those easily. Zoom became just a regular thing. We were probably closed a good three months before we could actually get back on the ground. The nice thing was we didn’t have to go in and try and create programs. At that point a lot of families really were struggling with the whole online piece. That summer we were able to open in person again, just at a smaller scale. We ran at about 50%. It was a rough year, but we were able to work with everyone.
Q. There’s been a movement in New Hampshire and elsewhere to create public charter schools, which in some ways model what private schools do. How does Sylvan Learning intersect with that trend?
A. The curriculums between each of them are different. With the public schools, there’s a lot of paraprofessionals, special education teachers, case managers.
There’s not as much available for private and charter schools. We tend to take more of that role in those schools because they need a little more support.
Q. You’ve currently handed over day-to-day operations to another manager. When did you decide you n needed to make that change? Where are you focusing your efforts now?
A. The day-to-day manager, who is also a school teacher, does more of the programing in here. She works with the students and looks at their programs, what they’ve accomplished each time they’re in here. I do more of the operations piece, a lot the staff management. I do all of the school interaction and business programing. Even though I have somebody working with me, I’m still here all the time. I know most of the families. They know who I am.
