Industrial waste and large-scale mess can signify big bucks in the business world for those who remove and treat it. But two Westchester County friends, Valerie Geschwind and Jessica Piccinich, educators who first met almost 20 years ago in what they describe as a “sunny classroom,” are showing there’s money to be made in “small messes,” too. What’s more, they say a mess isn’t simply something to clean up; it’s also “something to celebrate.”
They founded The Tiny Mess Club in Pleasantville to fill a gap they had identified in local kids’ programming. It’s a play studio built around child-led, open-ended exploration, with sensory, messy and creative experiences designed to support development while letting children experiment and express themselves.
Their education backgrounds – Piccinich’s leadership experience in school operations and Geschwind’s work in literacy and curriculum development – complemented each other perfectly and shaped both the product and the operations. On the business side, they split responsibilities, with Geschwind leading marketing and finances and Piccinich running operations, systems and logistics to keep daily programming consistent and scalable. They also sought mentorship and built business skills as they went, translating years of managing classrooms, staff and large initiatives into entrepreneurship.
Before signing a lease, the friends said they had validated demand through pop-ups at community centers across Westchester. Those sessions served as both an initial offering and market research, as they tracked what engaged children, “what kept families in the room and what brought them back.” Strong repeat attendance and word-of-mouth confirmed the concept and clarified their niche. As they told the Westfair Business Journal, there was no shortage of kids’ activity options in the region but fewer environments that were purpose-built for toddlers with a thoughtful balance of freedom, safety and purpose.
The Tiny Mess Club’s revenue streams include drop-in classes, memberships, birthday parties, camps, pop-ups and private events, with membership as the core. But a lot of the structure is still evolving or being refined. For instance, after initially trying a traditional semester schedule, the pair told the Journal that they had shifted to a more flexible model to match customer reality.
Families can choose four or eight classes per month and attend on any day or at any time. Unused sessions can roll over, siblings can share classes and members receive access to quarterly events and additional perks. Parties, camps and private events extend the same “creative, child-centered” experience while diversifying income beyond classes.
Like so many small businesses, The Tiny Mess Cub was bootstrapped from the start, Geschwind and Piccinich said. By launching without a permanent space, early costs stayed focused on consumable play supplies, sanitation and setup materials.
Then, as pop-ups grew, they reinvested into a dedicated studio, keeping a close watch on spending. The two also figured out how to build their own website and, from the get-go, taught classes themselves, handled cleaning and laundry and even built furniture when needed.
Operationally, The Tiny Mess Club’s largest fixed costs, the owners confirmed, are now rent and staffing, while its most significant variable cost is materials. The studio refreshes its environment constantly with new sensory stuff, art supplies and open-ended “provocations.”
Food is sometimes incorporated as a play material. For every dollar spent on food items used in play, The Tiny Mess Club donates to Feeding Westchester in Elmsford, the largest hunger-relief organization in Westchester County, responsible for approximately 95% of all emergency food distributed throughout the region.
As for safety and risk management, these are built into the business through waivers, allergy policies, sanitation protocols and clear supervision expectations. Most sessions are “caregiver-and-me” and can run with one instructor, but birthday parties and drop-off programs require two or more staff. The founders provide consistent leadership, supported by part-time instructors and party hosts as needed (they are currently recruiting for qualified, high-caliber part-time assistants) and they maintain small class sizes to protect quality and safety.
Over the next 12 to 24 months, the pair said their focus is on “growth that feels intentional rather than rushed.” They plan to expand class offerings, particularly after-school programs for older children, launch summer camp sessions for toddlers and deepen their partnerships within the community.
“Looking (at) 2026, we hope to open a second location. Through every step of growth, our priority remains the same – providing intimate, high-quality play experiences that nurture children’s imagination, confidence and unique voice.”
An ambitious projection, which, if it comes off, could show that while making a mess, the smart operators might simultaneously “clean up.”
