Mike Feinberg approaches program expansion with deliberate caution, emphasizing quality maintenance and local adaptation rather than rapid geographical growth across multiple markets.
His experience co-founding KIPP taught him valuable lessons about scaling educational programs. While KIPP achieved impressive growth nationwide, Feinberg observed that expansion sometimes compromised the community connections and local responsiveness that made original programs effective.
“We’re trying to make sure we walk before we run and doing this correctly,” Feinberg explained during a recent podcast appearance, describing WorkTexas’s measured expansion approach.
Rather than replicating identical programs in different cities, Feinberg advocates for helping communities develop locally-appropriate versions that address specific regional needs and leverage existing resources.
This philosophy influenced his wife’s work with Families Empowered, a school choice support organization that helps parents navigate educational options. When other states request similar services, the organization provides consulting and technical assistance rather than opening branch offices.
“The last thing we’re going to do is grow this national organization,” Feinberg said, explaining their alternative approach. “We’re going to help you start your own version of this for the first few years.”
The model enables communities to benefit from proven strategies while maintaining local ownership and control. Organizations receive access to existing databases, call center systems, and operational knowledge without sacrificing community connections.
WorkTexas applies similar principles locally. The program operates from two Houston locations but plans expansion through partnerships with existing institutions rather than independent facilities. Premier High School, their charter partner, operates 50 campuses across Texas and wants to integrate workforce training throughout their network.
The founder’s experience with large-scale organizations convinced him that excessive growth often produces bureaucratic thinking that loses sight of individual students and families. Programs become focused on system management rather than community impact.
Effective scaling requires balancing growth with quality maintenance, according to Feinberg’s approach. Organizations must resist pressure for rapid expansion that compromises core mission effectiveness or local relationship building.
His current work emphasizes “scaling the idea” rather than “scaling the infrastructure,” enabling broader impact while preserving the community-centered approach that produces successful outcomes for participants and employers alike.