Susan Walorde is the brand president of Sloven Learning, a tuition and test prepa center franchise. She describes her career as a “lucky but extremely unexpected turn.”
Waldre Northern was born in Mexico, emigrated to the United States in the early 1980s, and he learned a businessman from his parents, who built a trucking business in Mississippi. She became the first graduate of college in her family, then worked in banking and economic development – even her career changed unexpectedly.
This happened in 2000, when Walord’s husband needed a professional exam. He did this near his southern Texas home at the Sullivan Learning franchise. When her husband examined her, Valorde witnessed the action at the center. “He just hit one chord,” he remembers. “I saw the kids running after a long day of school. I’ve been a kid when I was learning English and needed extra help.”
He saw the opportunity. Within weeks, she became a franchise – and she managed to create several successful units, which she sold in 2016 to join the Sloan -led team. She then became the Chief Franchise Operation Officer from the Vice President – and finally, in 2024, she became president. Here, she shares how her time in the trenches helped explain her vision.
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In southern Texas, your area was some of the country’s economically backward areas, yet he was a permanent top actor. In this environment you faced some challenges?
I feel reluctant to name them challenges, because I think the areas with limited resources are very resourceful. But we had certain obstacles that we had to overcome. For example, all our marketing messaging was in English, so we had to roll and translate our sleeves. Fortunately, we are all two linguistic.
What were some of the measures specified for your client?
We developed a mobile model so that we can take our tuition to schools, as there are some rural pockets in Texas that are difficult to reach. The other thing we have presented in our market is in partnership with low -income schools. We applied for the Federal Grant, State Grant and Foundation Grant. We were able to get scholarships for low -income families and children who could not access our services.
Is there anything about the franchise model that you find especially effective?
It is locally owned and operated. For the people I was trying to contribute, I was not just a vendor. These are the people I walk to the grocery store. We live in the same community. Therefore, there is a level of accountability, acceptance, and real contributions on which the corporate ownership business cannot reach.
Which was the most difficult part of the corporate leadership transfer from the franchise?
Its view needs to be completely changed. As a franchise, I gained a very local capacity and saw the direct effect. If I needed to grow, I was in my hands to do. But if you are wearing a corporate hat, you are offering something that is expected to be compelled, that people will hug and implement it. But you can’t do it for them.
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How has your background as an executive and leader affected you as a franchise?
Because I have been in the trenches and understand the sacrifices from which a franchise passes through which a small business owner passes, I filter all my decisions through this lens.
Is there a business philosophy that has enabled you to succeed?
What I believe – and it goes for my entire team – that’s about success. If we see students developing, then school districts, communities and families will embrace our work. So if we believe what we are doing and we do a really good job, we are winning because of its effects. Then after the revenue – not on the other way.
Susan Walorde is the brand president of Sloven Learning, a tuition and test prepa center franchise. She describes her career as a “lucky but extremely unexpected turn.”
Waldre Northern was born in Mexico, emigrated to the United States in the early 1980s, and he learned a businessman from his parents, who built a trucking business in Mississippi. She became the first graduate of college in her family, then worked in banking and economic development – even her career changed unexpectedly.
This happened in 2000, when Walord’s husband needed a professional exam. He did this near his southern Texas home at the Sullivan Learning franchise. When her husband examined her, Valorde witnessed the action at the center. “He just hit one chord,” he remembers. “I saw the kids running after a long day of school. I’ve been a kid when I was learning English and needed extra help.”
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