Keanna Sanders learned business fundamentals long before launching a company. Raised by her grandparents in Baltimore, she assumed financial and household responsibilities as a young adult while helping care for her grandmother, gaining early exposure to decision-making and accountability. Her career began in the automotive industry before she transitioned into early childhood education, where she founded Sandbridge Early Learning Center. The organization has since expanded from a single site to multiple locations serving families across Maryland.
In this interview, Sanders reflects on her entrepreneurial path, the challenges of building a child care operation, and her focus on education, community engagement, and legacy.
We’re going to start from the beginning. How did being raised by your grandparents in Baltimore shape your approach to leadership and decision-making in business?
Being raised by my grandparents gave me early exposure to business and responsibility. When my grandmother became ill with cancer, I had to step in at a young age. By 18 or 19, I was helping manage the household, paying bills, and handling financial matters. That included pension and IRA accounts, as well as relationships with stockbrokers.
Taking on that responsibility early taught me how to manage finances, assess risk, and make informed decisions. With my grandparents guiding me, I was able to apply those lessons later in life, through college and into my career, with a stronger understanding of how business works in the real world.
What lessons from assisting your grandmother as a child care provider still guide how you operate Sandbridge Early Learning Center today?
The biggest lessons were listening and observing before making decisions. I learned not to act impulsively but to take time to understand situations and learn from someone more experienced. My grandmother was my first mentor. She taught me about finances, household management, and accountability.
Having that foundation helped when I started my business. Education is important, but once you enter real-life situations, you rely on both formal training and what you’ve learned from guardians and mentors. I apply those lessons every day.
You built businesses in the automotive sector before entering child care. How did that experience prepare you for running early learning centers?
The automotive industry taught me how to work with people. That was my first experience networking and building relationships with the public. No matter the industry, you’re dealing with people, and communication matters.
In child care, you work with parents, staff, and teachers. The skills I developed in the car business, including communication, relationship-building, and problem-solving, translated directly into working with families and managing teams.
What were the biggest challenges you faced when opening the first Cambridge location in Windsor Mill, and how did you work through them?
The biggest challenge was financial. When you open a child care center, you must meet staff-to-child ratios before you have steady revenue. Enrollment is often small at the start, but staffing requirements remain fixed.
Competing with national brands that had been established for decades was difficult. They could offer higher salaries, which made recruiting qualified staff challenging. I worked through it by budgeting carefully, staying committed, and focusing on building a strong foundation.
Sandbridge grew from a small enrollment to serving hundreds of families across Maryland. What systems or strategies were most important in managing that growth?
Providing quality care was the priority. I did not want Sandbridge to be seen as a babysitting service. I wanted children to be prepared for elementary school.
We focused on curriculum, academics, and hiring educators who understood early childhood development. We also offered extended hours to support parents who did not work traditional nine-to-five jobs. Supporting families while delivering early education helped drive growth.
How do you balance operating multiple businesses while also being a parent to two sons?
I do the best I can. My oldest son is 19, and my youngest is 16. Both work in my child care facilities. My oldest is a certified teacher, and my youngest is an aide.
I want them to learn the business and eventually carry on the legacy. I make my own schedule, multitask, and stay involved in their lives. My youngest plays football, and I adjust my schedule to attend his games. Working together allows me to teach responsibility while maintaining our relationship.
You plan to franchise the Sandbridge brand. What standards are non-negotiable as the company expands?
Consistency is non-negotiable. The mission, vision, and overall look of the centers must remain the same. I do not want changes that compromise who we are.
All teachers must be certified, and centers must provide families with resources. I do not want Sandbridge to be seen as just a place to drop children off. The centers must remain connected to their communities and committed to early education.
Why is supporting Black women entrepreneurs central to your long-term vision?
For many years, women did not have equal opportunities in business. While progress has been made, gaps remain. Many women today are providers, leaders, and business owners.
Supporting Black women entrepreneurs matters because talent often goes unsupported. Representation shows what is possible and encourages others to pursue their goals.
Through Baltimore Dynamic Women and your speaking plans, what gaps do you see new entrepreneurs needing the most help with?
Business planning and finances. Many people have ideas, but without a plan or funding, businesses often fail within five years.
Creating a business plan and securing resources are critical steps. Mentorship and advocacy help entrepreneurs stay on track.
Looking ahead, how do you define success beyond financial growth and expansion?
Success means fulfilling my mission and vision. I want to be a leader in childcare nationwide, franchise multiple locations, and teach others how to succeed in this industry.
Offering workshops, business planning support, and financial education matters to me. Helping other entrepreneurs succeed, teaching my children the business, and creating a lasting legacy define success for me.
Be’n Original | Photo Credit: Whitney Thomas
