Rosemary Jordano, it was improving childcare. After gradation from Wellesley College, she went to work as an investment banker at Merrill Lynch.\" I knew it wasn't the fight thing.
Within a year, Jordno was studying developmental psychology at Oxford University. She observed child-care settings and classroom in both England and the United States, and found severe shortcomings: unqualified teachers, too many children per class, weak academic programs and dismal classroom.
Jordano believed that the key to improving childcare was getting employers involved. After enrolling in Stanford University's Graduate School of Business, she developed a plan for what she hoped would be the world' best childcare facility.
\"Rosemary,\" her professor said dismissively, \"this is not a business. This is a social service. \"She vowed to try anyway.
Jordano opened a childcare facility in Waltham, Mass., But parents couldn't pay enough to ensure a top quality staff. Jordano had to keep class sizes large just to break even.
Then inspiration struck: What if employers paid instead of parents And what if she could provide\" emergency\" services to those parents whose childcare arraignments sometimes failed--when the baby-sitter called in sick or school closed because of snow
In December 1992, Jordano stared Children First Inc., to provide \"backup child care\" for corporate employers.
Jordano, who turns 35 this month, has a highly trained staff, 70 percent of whom have master's degree. She operates 12 centers in six cities with more than 10.000 children registered.
5. A Ride with bill Gates Down the Information Highway
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