What Franchise - Issue 21.2

Values and leadership “When we award a franchise, we refuse to believe we’re simply selling a licence,” says Sabater. “We are entrusting a 20-year family legacy to someone who will be responsible for the dignity and safety of vulnerable people. That means we are unapologetically selective.We look for individuals whose values align instinctively with ours... people who place humanity before convenience, understand that true care is built in a thousand small acts, and are willing to shoulder the emotional and operational weight that great care demands.” Franchising plays a critical role in making both residential and domiciliary care models viable and sustainable. Care is rightly Caremark, as providing care to everyone, regardless of background or income, is part of our DNA,” says CEO David Glover. “We believe people shouldn’t be excluded from high-quality care simply because they can’t afford private provision, especially when many of those people include our own carers in later life.” Historically, Caremark operated almost entirely within local authority care. Today, it actively encourages franchisees to grow their private work too, moving towards a more balanced mix while maintaining its commitment to public provision. “Social care remains a resilient sector because it’s underpinned by demographic trends and a universal need – people will always require care,” adds Hughes. “For investors, this means a market with long- term stability and opportunities for growth.” Demographic drivers That stability is rooted in long- term demographic realities rather than short-term trends. People are living longer, often with more complex needs. Expectations are also shifting: many want to remain independent at home for as long as possible, while others require the safety and structure of residential environments. Together, these models form a care ecosystem that continues to expand in both scale and importance. For franchisees, this breadth is part of the appeal. Care offers recurring demand and long-term opportunity, but also the chance to make a tangible difference, whether that’s enabling someone to stay in their own home or providing a safe, supportive residential environment for those with higher needs. Here, purpose and performance are not competing forces; they reinforce one another. highly regulated, with demanding expectations around quality, safeguarding and accountability. Established franchise systems provide the structure, training and oversight needed to operate confidently within these frameworks, while allowing franchisees to focus on delivering care locally. “The common thread amongst our network is simple; partners who thrive with us have a strong desire to improve other people’s lives whilst creating something meaningful for their own families in the process,” adds Sabater. Compliance and growth Campbell agrees that the UK is entering a defining period for care. “Demographic change, early intervention strategies and a clear preference for staying at home are driving sustained growth,” she says. “At the same time, providers face ongoing complexity around compliance, recruitment and local commissioning landscapes.” “At Right At Home, we have built a culture grounded in collaboration, professionalism and shared purpose.We operate as a high-support franchisor, where every owner benefits “Families make care decisions based on necessity rather than discretionary spending, which gives our sector a level of resilience that many industries do not enjoy” 36 WHAT FRANCHISE Issue 21.2