What Franchise - Issue 21.2

Is care franchising right for you? Care franchising is not passive, and it’s not hands-off. The most successful operators share a clear set of characteristics: • A genuine commitment to improving people’s lives • Strong leadership and emotional intelligence • The ability to build, support and retain teams • Comfort operating in a regulated environment • A long-term mindset focused on quality and culture For those willing to lead with empathy and accountability, care offers something few sectors can match: a resilient business model with real social impact. from hands-on guidance across compliance, operations, workforce development and business planning. This significantly increases the likelihood of success, particularly for individuals who may be new to the sector.” Technology adoption The sector, however, is far from static. Care providers are increasingly embracing technology to improve outcomes and efficiency. Digital care management systems, electronic care plans and real-time reporting are becoming standard, supporting consistency, transparency and risk management. In residential settings, technology aids compliance and staffing oversight. In domiciliary care, it improves coordination across teams. For families, it offers reassurance, a vital consideration in a sector built on trust. “Many sectors fear AI because it threatens roles,” says Sabater. “In my opinion, home care is different. AI will not replace the human relationship at the heart of care, but it will strengthen everything that sits around it. “We see AI transforming decision-making through real- time risk prediction and pattern recognition; scheduling and optimisation so carers spend more time with clients and less time travelling; medication management and compliance; digital assessments with built-in clinical logic; and quality assurance, spotting early-warning signs of decline long before they appear in a traditional visit record. “AI has the potential to reduce human error, strengthen safeguarding, personalise care better, detect risks and declining health and, ultimately, allow clients to remain at home for longer. For franchise partners, it means higher efficiency, lower operational pressure, safer services and better outcomes. The impact on quality and scalability over the next decade will be profound.” Workforce challenges Despite this progress, challenges remain, particularly around recruitment and retention. The work is demanding, expectations are high and competition for labour is intense. “Recruitment and retention is our single biggest challenge,” says Glover. “Demand is currently outstripping supply, and that supply is governed almost entirely by the availability of care workers.” Increasingly, however, franchisors are focusing on long-term solutions rooted in progression and culture. Clear career pathways, structured training and leadership development are helping to reposition care as a profession rather than a stopgap. “Care work changes lives. The bond between carer and client is powerful, and there is real career progression,” says Glover. “Many of our most successful franchise owners started as carers.” Developing leaders Leadership sits at the centre of this shift. Franchisors are increasingly looking for emotionally intelligent leaders who can build teams, set standards and take responsibility in environments where empathy and accountability must coexist. “The most successful franchisees demonstrate resilience, adaptability and a genuine commitment to quality care,” says Hughes. “Empathy and integrity are non-negotiable; these qualities underpin every decision in a care business.” As the sector evolves, ongoing leadership development is becoming essential. Training, mentoring and peer support networks are helping franchisees grow into confident operators as their businesses scale. Investment reality For investors, the message is clear. Care franchising is not passive, and it is not easy. It demands presence, leadership and a willingness to take responsibility for people’s lives as well as your own business outcomes. But for those prepared to lead teams, shape culture and uphold high standards day after day, it offers something increasingly rare: a business model built on genuine need, long-term demand and real trust. In a climate where uncertainty has become the norm, care stands apart. It is resilient not because it is immune to challenge, but because it matters – to families, to communities and to the wider health system. For franchisees who want their success to mean something beyond the balance sheet, care offers the opportunity to build a sustainable business while making a lasting difference. And right now, that combination has never felt more relevant. 38 WHAT FRANCHISE Issue 21.2