The UK Franchise Growth Index

Leaps and Bounds

Childcare and Children’s Activities · Children’s Sports · Multi Sports Coaching

Leaps and Bounds is a preschool movement and physical development programme documented in UK franchise directories. The programme was designed to complement activities already provided in early years settings. Published recruitment material associates its development with Tumble Tots and dates its launch to 2004, rather than identifying it as a general sports coaching business for all school ages.

More about Leaps and Bounds.

The concept page describes development over two years with Patricia Maude MBE of Homerton College, Cambridge. Its stated educational context includes the Early Years Foundation Stage in England and Curriculum for Excellence in Scotland. The programme is intended for children from walking age until they begin school, with activities adapted to different stages of development.

Sessions use colourful equipment, movement tasks, songs and rhymes. The published objectives include developing locomotion, agility, balance, climbing and coordination, with language incorporated through action songs. It is an organised activity programme for young children, and the sources do not establish that it provides clinical therapy or guarantees a particular developmental outcome.

The documented franchise offer includes a territory, equipment and lesson plans. A recruitment profile describes initial business and technical preparation followed by observations, together with marketing assistance and continuing professional advice. Local operators deliver the programme and develop relationships with early years settings and families, using the central resources rather than designing every session independently.

The official concept material records a Professional Development Board of Physical Education Kite Mark award in 2006. That historical recognition should be distinguished from a current regulatory approval or a verified present network total. The supplied website addresses were not accessible during this review, and current commercial terms, territory availability and franchise arrangements were not independently confirmed from an updated official recruitment package.

At a glance

Leaps and Bounds at a glance.

Industry: Childcare and Children’s Activities
Franchise category: Children’s Sports
Sub industry: Multi Sports Coaching
Founded: 2004
Headquarters: Worcestershire
BFA member: No
UK origin: Yes
Recruitment status: Inactive

Investment

Franchise investment.

Home based: Yes
Mobile: Yes

View franchise opportunity

Investment figures change. Confirm current requirements directly with the franchise network before making any decision.

Five Fibre assessment

How the foundations score.

Every franchise network is assessed across the five connected areas Twine Growth believes support sustainable franchise growth.

How the Five Fibre score is calculated

01 Assess Weak Foundation8/20

Assess: A genuine preschool movement programme and historical franchise offer are documented. Current franchise continuity, representative financial outcomes and owner support need verification before readiness can be confidently inferred.

Profitable core business: Partially, 2.5/5. Official programme material, lesson design and named nursery testimonials support a functioning service history. Current representative actual profitability of the franchisor and local franchise businesses was not verified.

Operates for 30 days without daily founder input: Partially, 2.5/5. The site attributes the programme to Tumble Tots and describes trained instructors and assessors. This suggests organisational capability, but successful current operation for thirty days without daily founder input was not established.

Ideal franchise owner defined: Partially, 1.5/3. A directory describes business-minded candidates with leadership, communication and organisational skills. Current confirmation of that profile by an identified recruiting franchisor was not verified.

Realistic owner money: No public verification, 0/4. No current representative owner earnings or costed trading results were found. Historical investment prices, educational benefits and positive nursery feedback do not establish realistic current net owner income.

Different opportunity: Partially, 1.5/3. The specialist preschool movement programme, structured activity blocks and equipment differentiate the service. Its present contractual franchise ownership proposition was not fully established.

02 Build Weak Foundation6.5/20

Build: The programme documents lesson structure and trained delivery, and directories describe historical induction. A current complete franchise operating platform and delegated new-owner launch route were not verified.

Documented operating playbook: Partially, 2.5/5. Yearly lesson plans, activity objectives and progressions are explicitly described. These are documented educational resources, but no current complete owner business operating playbook was verified.

Structured onboarding: Partially, 2/4. Point Franchise describes an intensive two-day course with continuing observations and business and technical preparation. The description lacks current authoritative confirmation for a presently available franchise package.

Documented brand experience: Partially, 2/4. The official programme explains session structure, rewards and expected learning objectives. Full current franchise brand and customer-experience documentation beyond the teaching product was not established.

One central resource location: No public verification, 0/3. No current central franchise owner location for manuals, templates, commercial tools and operating systems was verified. A public nursery-interest form is not an owner resource hub.

Launch without constant founder involvement: No public verification, 0/4. The programme describes trained delivery, but a current supported new-franchise launch without constant founder guidance was not established. Historical management-backing language does not demonstrate current launch capacity.

03 Launch Weak Foundation6.5/20

Launch: Historical ownership messaging remains visible in directories, while the programme site mainly addresses nurseries. A current authoritative ownership package, discovery process and recruitment launch plan were not established.

Clear franchise proposition: Partially, 2.5/5. Directories explain a historical territory, equipment and programme offer. The supplied opportunity URL is inaccessible, and no current first-party ownership package was verified on the alternative programme site.

Targeted applicant attraction: Partially, 2/4. Historical listings address business-minded operators and home-based working. Current authoritative targeted recruitment messaging for an identified live franchise offer was not established.

Ownership enquiry journey: Partially, 2/4. Directory documentation requests and a generic initial-contact sequence are visible. The current official programme contact route explicitly concerns nurseries buying the service, so a complete ownership journey is not verified.

Pre-acceptance discovery: No public verification, 0/4. No current structured mutual franchise discovery and acceptance process was established. A directory’s generic three-step joining template does not demonstrate the franchisor’s own current selection procedure.

Ownership go-to-market plan: No public verification, 0/3. No current authoritative plan for taking the franchise ownership opportunity to market was verified. A continuing directory entry and a historic programme award do not establish an active recruitment campaign.

04 Grow Critical Gap0/20

Grow: No current franchise-specific applicant pipeline, conversion measure, live territory priorities or delegated recruitment function was verified. Programme locations and nursery interest are different measures.

Monthly ownership enquiries: No public verification, 0/5. No current recurring monthly ownership enquiry measure was found. A nursery registering interest in lessons is an end-customer enquiry, not an application to buy a franchise.

Enquiry sources and best prospects: No public verification, 0/4. No current ownership-source and best-prospect tracking was verified. The programme’s consumer-service contact details do not demonstrate recruitment attribution.

Ownership conversion: No public verification, 0/4. No current ownership enquiry-to-accepted-franchisee conversion measure was verified. Educational participation, nursery interest and old location totals cannot supply that denominator.

Next territories: No public verification, 0/3. The locations page retrieved no named centres in its accessible content. Historical references to regional centres and more than one hundred preschools do not establish current priority ownership territories.

Consistent recruitment without founder-driven conversations: No public verification, 0/4. No current named franchise recruitment team or delegated ownership conversation process was established. Tumble Tots programme attribution does not automatically transfer that separate brand’s recruitment systems.

05 Amplify Critical Gap4.5/20

Amplify: The programme has nursery-facing information and a service enquiry route. Current central support for the customer growth of a verified owner roster was not established beyond historical marketing descriptions.

Local customer acquisition support: Partially, 2.5/5. A historical directory describes marketing and promotion assistance, and nursery-facing materials explain the service. Current delivery of that assistance under verified franchise agreements was not established.

Every owner represented online: No public verification, 0/4. No current complete owner roster with individual local online presences was verified. The accessible locations page contains a heading and selection instruction without named centre entries.

Continuing local marketing plan: No public verification, 0/4. No current documented local marketing plan for franchisees after launch was verified. Lesson plans and proposed children’s activities are educational resources rather than owner customer-acquisition plans.

Individual owner enquiry and performance tracking: No public verification, 0/3. No current owner-level enquiry, source, conversion and commercial-performance reporting system was verified. Feedback about children’s physical development measures a different outcome.

Customers beyond personal networks: Partially, 2/4. The nursery-facing website and historical business-to-nursery model provide a potential public route beyond personal contacts. Current repeatable owner acquisition through that route was not fully verified.

26/100 Overall Five Fibre score

Five Fibre score: 26/100. Assess 8/20, Build 6.5/20, Launch 6.5/20, Grow 0/20, Amplify 4.5/20.

Leaps and Bounds scores 26/100 after rounding 25.5, within the Fragile Foundation band. This result primarily reflects uncertainty about the present franchise operation, rather than a judgment on the educational value of the programme. Historical franchise listings and a continuing programme website establish a real preschool physical-development concept. They do not establish a current recruiting franchisor, a supported owner roster or current representative franchisee trading results.

The workbook’s supplied leapsandbounds.co homepage and franchise URL could not be accessed. Research located a different site, leaps-and-bounds.co.uk, whose pages attribute the programme to Tumble Tots. That site describes a progressive physical-movement service delivered within preschool settings. The domain and commercial context matter: unrelated childcare nurseries, overseas businesses and sustainability consultancies also use similar names. Their directors, reviews, trading status and franchise information cannot safely be assigned to this record.

Grow priority: establish whether a current ownership recruitment system exists before trying to optimise it. No current monthly applicant measure, source-quality record or enquiry-to-owner conversion was verified. The programme contact page asks nurseries to register interest in receiving sessions. Those organisations are customers of the programme, not prospective franchise owners. The first useful commercial connection would be between an identified current franchisor, actual agreements and a verified territory structure.

Amplify priority: distinguish programme promotion from support delivered to franchise businesses. Public pages explain why a nursery might buy sessions and contain positive nursery and parent testimonials. That supports a service proposition. It does not establish a maintained local page for every owner, a continuing marketing plan or owner-level reporting. If the franchise remains supported, the relevant measures would include nursery enquiries, contracts, repeat sessions, instructor capacity and contribution for the actual local operators.

Build priority: separate documented teaching content from the full owner operating system. The programme sets out yearly lesson plans, colour-coded activity blocks, objectives and progressions. Those are useful repeatable resources. A current franchise business also requires commercial procedures, safeguarding responsibilities, owner induction, resource access and support ownership. Historical descriptions of a two-day course and ongoing observations are not treated as a current verified package without corroboration from the operating franchisor.

Launch priority: replace uncertainty about the ownership offer with an authoritative current route. Historical directories describe territory rights, equipment, candidate characteristics and joining. The accessible programme pages do not verify a current ownership prospectus, application assessment or approval journey. A generic directory sequence from documentation request to a phone conversation is not evidence of the brand’s own full selection process. Current contractual terms and actual support would be needed before attracting suitable new owners responsibly.

Assess priority: establish current unit economics and network continuity. The programme’s heritage and historical professional recognition help explain its educational positioning. They do not prove that a present franchisee can earn a realistic return after staff, equipment, travel, insurance, central charges and selling time. Nor does an association with a wider established brand demonstrate thirty days of founder-independent operation for this particular franchise support function.

The first-party programme material is specific about the service. It describes physical activities for children from walking age to school age, using equipment, action songs and rhymes. Sessions have learning objectives and recognition of progress. The brand attributes programme development to work with Patricia Maude and records a 2006 professional Kite Mark. These are historical educational credentials, not current investment endorsements or proof of the financial results of franchise owners.

Source freshness is a material limitation. The programme pages display a current calendar date, but that automatic date does not establish when the underlying content was written or last reviewed. Testimonials include a reference to a November 2010 nursery inspection and accounts of provision beginning in 2004. They provide historical customer experience, not a dated 2026 trading audit. The assessment therefore avoids treating the current page date as proof that every named operator still provides sessions.

The accessible locations page provides only a heading and instruction to select a centre, with no named centres in the retrieved content. This is recorded as a limitation of the accessible page, not proof that no centres operate. Other listings refer to Croydon, Durham and Edinburgh, while Point Franchise describes more than one hundred preschools in England and Scotland. A preschool buying sessions is not necessarily a franchise business, and none of those historical figures establishes the present UK owner total.

Investment information also conflicts. Franchise UK presents a £11,500 minimum, while Point Franchise shows a £6,000 minimum and a £11,000 total or contract amount in its fuller text. Older trade publications retain different historical structures. These amounts may describe different dates or package scopes, but no current authoritative reconciliation was located. Directory fields labelled nil for recurring charges are not accepted as proof that a current franchise has no ongoing costs.

The current workbook already marks recruitment Inactive while publishing status remains Published. This assessment leaves both fields unchanged, as required by the authorised scope. It records that the franchise’s current identity and continuity deserve a separate eligibility review. It does not conclude that the programme has ceased trading, that every local operator has closed or that an unrelated similarly named company provides the legal answer.

The useful next step follows the actual evidence: verify the programme’s current contracting organisation and supported franchise relationships, then reassess the commercial model and owner support. Additional recruitment activity would be premature if it merely amplifies a historic listing. Unverified question scores mean the relevant current franchise evidence was not established. They do not imply that the programme lacks educational merit or that private systems have been proved absent.

Benchmark

How this network compares.

Overall, against the whole Index

This network26

UK Index average64

Overall, against Childcare and Children’s Activities (116 networks)

This network26

Industry average67

Explore Childcare and Children’s Activities in the UK Franchise Data Explorer

Sources

Research sources.

13 public sources used for this profile

Keep your profile accurate

This profile is built from independently researched public information. If you represent this network, take the Five Fibre scorecard for it. We check your answers against our research before any score changes.

Update your Five Fibre scores

Something out of date?

Franchise information changes. If something on this profile is wrong or has changed, tell us and we’ll check it.

Tell us what’s changed

The Five Fibre Franchise Growth Scorecard

Want to assess your own network?

See where your franchise growth foundations are strong, where they are exposed and where growth may be getting blocked. Twenty five questions, around five minutes.

Take the scorecard