With a posse of moms wanting part-time work, Allison O’Kelly created a flex workforce franchise.

My story: Every time my vibrating cell phone displayed the number of my baby’s day care, my stomach flip-flopped. He’s sick, they’d say. Again. So I’d slink out the door. Again. Barely back from maternity leave, I couldn’t seem to clock in eight straight hours at the office. I didn’t want to be the employee who kept being called out, but I also had to be there for my son—who, as it turns out, has a dairy allergy.

So seven years ago, I left an executive accountant position and amazing job at Toys “R” Us and started cold-calling Atlanta-area companies to pick up a few accounting contracts so I could work from home. I landed more assignments than I could handle. When I parceled out the extra jobs to some friends, also moms with young kids, they’d ask me, “Where do you find the flexible work?” The companies I connected them with would ask, “Where are you finding this great talent?”

The upshot: In July 2005, I launched Mom Corps, a staffing company that matches professionals looking for flexibility with companies looking for top talent. Soon, my company of five moms working in Atlanta began fielding calls from across the country asking about starting Mom Corps in their cities. At first I tried the commission salesperson business model. It didn’t work because it takes a while to get local clients and find the right positions for the candidates.

Start-ups folded before they got off the ground. And why not? They didn’t have skin in the game. Last year (2009), to attract people who’d be committed to Mom Corps, I started selling the business as a franchise. People who are willing to pay for access to the Mom Corps website, database, proprietary systems and recruiting tools are better for business: They’re invested in it for the long haul and willing to work hard for their return.

Our franchise operation is already in ten hot spots including Miami, Philadelphia, Washington, DC, Seattle and Minneapolis—and coming to a city near you. But the best part is that our growing network of moms is helping other moms land work in this still-nasty economy. And these franchise owners can work from their nursery if need be, because flexibility is what Mom Corps is all about. Our roster has grown to more than 40,000 candidates nationwide, and our client base has exploded to serve hundreds of companies, including many Fortune 500 firms. The company grossed $1.3 million in its first full year in 2006, and we are on track to exceed $2.5 million in 2010. That kind of success is nice. But the best part of my job is the same as it was back when I was cold-calling companies: I get flexibility. I spend a lot of time in my home office, but my boys can run in for things big (the Wii isn’t working) and small (need a snack). And that’s the real bottom line for me.

Top Lessons

1. Pay for expertise. Hire pros such as a franchise attorney, franchise salesperson and CPA. It will cost a lot more if you don’t do it right the first time.

2. Focus on brand consistency. Document all your procedures. Your brand will lose value if you don’t.

3. Be flexible. When starting a franchise program, you might find that some things don’t work as planned. Listen to your franchisees and make necessary changes.

4. Be picky. Don’t accept just anyone who wants to buy in. Make sure they’ll properly represent the brand and grow the company.

Allison O’Kelly, 37, mother of Nolan, 7, and Ethan, 5; founder and ceo of Mom Corps, Atlanta. Number of employees: 10. Franchises sold: 10.