Ninety percent of brain development takes place before the age of five, and while universally agreed to be pivotal in defining the trajectory of a child's life, access to high-quality Early Childhood Care and Education (ECCE) is often inaccessible for the world's most vulnerable populations. For the 2.5 million children living in East Africa's informal settlements, there is an urgent need for an affordable, high-quality childcare option that is able to scale quickly to serve the masses (Black et al., 2016). To unlock the potential of this region's millions of children, Kidogo, an innovative East African social enterprise, is harnessing the power of social sector franchising. Kidogo partners with women running informal daycares in Kenya's urban slums to better the condition and profitability of their micro-businesses. This case study explores how Kidogo was first formed as well as the current business and franchising model by which it operates. By discussing Kidogo's combination of best-practice early childhood Centres of Excellence with a social franchising method that supports the quality improvement and growth of local childcare micro-businesses, this case study provides insight into Kidogo's expansion and success and looks forward to the future of the organization. [This report was funded by the Peter T. Paul Innovation Fund at the Peter T. Paul College of Business & Economics at the University of New Hampshire.]