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Name: Kim Hanson
Title: CEO
Company: LearningRx
Years in franchising: 21
Number of units: 170-plus
Kim Hanson is the CEO of LearningRx, the largest one-on-one brain training company in the world with 170-plus centers in more than 40 countries. She began her leadership role with the organization in 2004 as executive vice president and was named chief executive in 2017. Her career passion is to help professionals, educators, and parents learn more about cognitive skills training and the dramatic results it can have on real-life performance.
Before her time with LearningRx, Kim worked in education with second and fifth graders at several inner-city schools in Nashville, Tennessee, and Minneapolis, Minnesota.
Kim is a Certified Franchise Executive and a graduate of North Central University in Minneapolis. She is the proud daughter of Ken Gibson, founder of LearningRx, with whom she co-authored Unlock the Einstein Inside and the newly revised book for small business, The Purpose-Directed Business.
Beyond the workplace, Kim currently enjoys mentoring high school and college students as they identify future career options. In addition, she is a vocal advocate for the civil rights of people with intellectual and developmental disabilities.
Kim is married to Dr. Wayne Hanson, her husband of 30-plus years, and together they are busy raising their four children, Lily, Zac, Max, and Gracie. In her free time, Kim loves creating custom pottery for family and friends while also watching football on Sunday. She is a diehard Green Bay Packers fan.
What inspired you to pursue leadership in franchising and branding? My path into leadership was deeply personal. I was called into this role by my dad, Ken Gibson, the founder of LearningRx. I began working alongside him at a very young age. Our first business venture was when I was 4 years old! I learned the business, the mission, and the heart behind the work long before I ever imagined leading it. After years of walking together in that journey, he asked me to take the reins and continue stewarding the vision he had built. Since stepping into leadership, I’ve embraced a posture of continuous learning, collaborating with other CEOs, listening closely to our franchisees, and growing into the responsibility of guiding a brand that changes lives. For me, leadership has never been about a title; it’s about influence, trust, and faithfully carrying forward a mission that matters.
Can you share a defining moment that shaped your leadership style? Becoming a mother profoundly shaped the way I lead. Raising my children has taught me how deeply people need to feel seen, heard, and believed in. Each child has unique strengths, struggles, and potential, and I’ve learned that the most powerful things a parent can do is listen well and call out the best in them. My children didn’t always listen to what I said, but they did watch everything I did. For that reason, I learned I needed to lead myself and be a person who had good habits, made good decisions, and did the right thing with kindness. That realization translated directly into leadership. People thrive when they know their leader cares, listens, and genuinely wants to help them grow. That mindset has shaped my commitment to leading with empathy, emotional intelligence, and encouragement.
How has your personal background influenced the way you lead? My faith is the foundation of my leadership. As a follower of Jesus, I strive to lead with a servant’s heart, valuing integrity, humility, and genuine care for people over ego or authority. I believe leadership is about lifting others, empowering them to step into responsibility, and creating space for growth. I’m committed to continuous learning, self-awareness, and staying open to new ideas because strong leadership requires both conviction and adaptability. Ultimately, I want those I lead to feel trusted, equipped, and inspired to become leaders themselves.
Who or what has most influenced your philosophy as a leader or changemaker? Jesus is my greatest influence. His example of servant leadership, compassion, and purpose-driven living continually shapes how I show up each day. I’ve also been deeply influenced by leadership thinkers like John Maxwell, whose principles around influence, empowerment, integrity, and legacy resonate strongly with how I approach building teams and developing people. Craig Groeschel’s emphasis on emotional intelligence, authenticity, and vision has also shaped my leadership philosophy. But perhaps the greatest influence has come from listening to the people I serve: our franchisees, staff, families, and students. Their stories remind me that leadership is ultimately about people, not processes.
What significant changes or innovations have you led within your brand? One of the most significant innovations we’ve introduced at LearningRx is virtual brain training. Traditionally, our model centered on in-person, one-on-one cognitive training in local centers. By developing a virtual training platform, we were able to continue serving families during Covid shutdowns. Even more importantly, we expanded our reach far beyond geographic boundaries. Today, families in rural communities or regions without a nearby center can access the same one-on-one, high-quality training and results. That innovation not only allowed us to meet urgent needs during a global crisis, but also opened new growth opportunities for our franchisees.
How did you implement those changes, and what results did they bring? Innovation only works when there is strong support behind it. Our home office team walked alongside franchisees through every step of implementing virtual training, including technology onboarding, coaching, operations, and best practices. We also conducted comparative studies, and the results were remarkably similar. That validation gave our franchisees confidence and allowed us to scale the model responsibly. The outcome has been greater accessibility for families, expanded student pools for centers, and a more resilient business model overall.
What role have you had in adopting new technologies, including AI? I personally use AI tools to help manage workload and increase efficiency. Recognizing the growing impact of AI in business, I brought in an AI company to help our franchisees explore practical, ethical ways to use AI for content creation, marketing, and workload management. I see AI as a tool that can offload some of the mental load required to run a business, freeing franchisees to focus on relationships, service, and growth. I encourage them to view AI as a starting point for creativity, not a replacement for human connection.
How do you identify when it’s time for a brand to evolve? Growth requires both data and discernment. I’m fortunate to be part of a peer group of CEOs who openly discuss wins, challenges, and emerging trends. Those outside perspectives help me recognize blind spots and opportunities I might otherwise miss. Internally, our executive team closely measures results, sets goals, and evaluates performance to guide decision-making. And perhaps most importantly, we listen carefully to our franchisees, the people closest to families and communities. Evolution often begins with listening well to the wise voices around you.
How do you communicate change effectively to franchisees? Clear communication builds trust. We involve our franchisee advisory board early when major changes are being considered and then provide consistent updates through town halls, regional meetings, and direct support channels. We anticipate questions, address potential roadblocks, and build step-by-step systems so that new initiatives roll out smoothly. Our goal is never to announce change and walk away; it’s to walk alongside our franchisees through implementation so that they feel informed, equipped, and confident.
What obstacles have you encountered while driving change, and how did you overcome them? Change almost always invites resistance. When I stepped into the CEO role, there was initial resistance within my own family. In those moments, I leaned into what I believe I’m called to do both by my father, who entrusted me with this mission, and by God, who guides my purpose. That sense of calling gave me clarity and courage. The same is true when we roll out new initiatives across the brand. I return again and again to our mission and vision: Will this lead to more lives transformed? More students gaining confidence? More families served? When I anchor decisions in purpose, obstacles become part of the journey rather than the stopping point.
How do you maintain momentum when new ideas face resistance? I keep the mission in front of me. At LearningRx, our vision is to transform lives through one-on-one brain training and to become the most loved, trusted, and recognized brain training program in the world. When resistance arises (and it always does with meaningful change), I remind myself and our team why we exist. Purpose creates momentum. When people understand the “why,” they’re far more willing to engage with the “how.”
What lessons have you learned from an initiative that didn’t go as planned? I’ve learned that wise leadership is rarely solitary leadership. It’s essential to bring the right voices into the process at the right time. That’s why I rely on an executive team, a franchisee advisory board, fractional advisors, and a peer network of CEOs. It’s why I continue reading, learning, and seeking perspective and why I pray for direction before making major decisions. I try not to get stuck with the fear of making tough decisions and stay focused on the greater good. I would rather make a decision and, if and when needed, change it later. I am okay with admitting and making mistakes. I don’t want to lead in a vacuum. The best outcomes come when people feel included, heard, and invested in the path forward.
How do you balance short-term pressures with long-term vision? I try to begin with the end in mind. Short-term pressures are real (daily operations, immediate needs, urgent decisions), but long-term vision is what keeps a brand healthy. I prioritize what aligns with our mission and long-range goals even when it would be easier to chase quick wins. Staying grounded in integrity, clear priorities, and a commitment to continuous growth allows me to make decisions that serve not just today’s needs, but tomorrow’s legacy.
How do you build and motivate high-performing teams? I start by genuinely seeing people not just for what they do, but for who they are. I want every team member (executive leaders, part-time contractors, franchisees, and trainers) to feel known, valued, and appreciated for their unique strengths. When people feel seen, they bring their best. I celebrate wins often and enthusiastically because recognition fuels motivation and reinforces that the work truly matters. At every level of our organization, I want people to know that what they do changes lives.
What practices help you connect with employees and franchisees at every level? Our annual convention is one of my favorite moments of the year. It brings together our home office team, franchisees, directors, and trainers in one shared space to reconnect with our mission and with each other. We celebrate successes, learn together, and talk honestly about challenges. Most importantly, I get to hear their stories in real time: what’s working, what’s hard, and how we can grow together. That personal connection keeps our culture strong and our vision aligned.
How do you build buy-in and bring others along when pushing for change? Buy-in begins with trust and clarity. I always start by sharing the “why” behind a change. I tell them how it connects to our mission, our vision, and the people we ultimately serve. When people understand purpose, they’re far more willing to engage in the process. I also believe in empowering others to take ownership, invite feedback, and listen well. Leadership isn’t about imposing change; it’s about inspiring people to move forward together.
How do you mentor or empower the next generation of leaders or changemakers? Few things energize me more than walking alongside emerging leaders. Whether it’s new franchisees, directors, or CEOs just starting out, I love sharing what I’ve learned: what’s worked, what hasn’t, and what I wish I’d known earlier. My goal is always to encourage others to step into leadership with confidence, purpose, and integrity. If I can help someone recognize their own calling and capacity to lead, that’s part of the legacy I hope to leave.
What excites you most about the future of your brand or the industry? We often talk about how many brains we’ve trained, and we set a bold internal goal to metaphorically fill three football stadiums with students whose lives have been impacted through LearningRx. That vision energizes me. Cognitive training is still a relatively young industry, and we’re at the forefront of shaping what’s possible. The impact of when a child gains confidence, when an adult regains clarity, and when a family feels hope again ripples outward into schools, workplaces, and entire communities. Being part of that kind of transformation is deeply exciting.
How do you stay true to a brand’s core while still adapting for the future? We stay anchored to our mission and vision and remain committed to our lane: top-quality, one-on-one brain training for children and adults. That clarity makes decision-making easier. If something strengthens our ability to serve families and transform lives, we pursue it. If it distracts from that purpose, it’s simply noise. Staying true to the core while evolving around it allows us to grow without losing who we are.
Where do you see the greatest opportunities for women in franchising? I believe great leadership speaks for itself. I don’t spend much time thinking about whether I’m leading as a woman or simply as a leader. I focus on vision, integrity, capability, and results. That said, I’m encouraged by how many women are stepping into franchise leadership with empathy, courage, and determination. Women belong at every level of leadership, and I love seeing more of them recognize their capacity to build, lead, and grow meaningful businesses.
If you could give one piece of advice to your younger self, what would it be? Don’t be afraid to step into your calling. Pay attention to the quiet nudge in your heart. You don’t have to be ready; just be willing. Trust that you don’t have to have everything figured out. You grow into leadership by walking forward with faith and confidence.
What advice would you give to leaders who want to create lasting impact? Pay attention to people. Notice who is working hard, who is passionate, and who believes in the mission. Bring smart and passionate individuals close and build alongside them. Surround yourself with people who love the work as much as you do, stay united around a common purpose, and remain relentlessly focused on the mission. That’s how lasting impact is built together.