We've brought together a team of educators and home care experts to answer the burning questions that you and every home care owner will ask at some point.
Jeff Wiberg President of the Home Care Association of America board and CEO of Family Resource Home Care
Connor Kunz VP @Careswitch, former head of education @ Home Care Pulse, scaled a service business 7 figures in 3 years
Debbie Miller Former pharma sales rep who built a $10M home care company and founded 52 Weeks Marketing
Debbie Miller Former pharma sales rep who built a $10M home care company and founded 52 Weeks Marketing
Brett Ringold Vice President of A Long-Term Companion
Mark Johnson EA specializing in home care agencies
Jason Chagnon CEO of Home Care Marketing Pros; digital marketing consultant to senior care businesses
Connor Kunz VP @Careswitch, former head of education @ Home Care Pulse, scaled a service business 7 figures in 3 years
Becki Harrington-Davis Senior Content Marketing Manager at CareAcademy
Sabrina Sattler Account Executive at Careswitch, home care agency advisor specializing in startup success and longevity
Ilya Vakhutinsky Careswitch CEO, home health aide's son, Forbes 30 Under 30, caregiver advocate
Connor Kunz VP @Careswitch, former head of education @ Home Care Pulse, scaled a service business 7 figures in 3 years
Rachel Gartner Former home care recruiter who was so successful that she founded her own recruitment firm (Carework)
Gregg Mazza Founded a home care agency, almost ran out of capital after two years, figured things out and scaled past $5M
Connor Kunz VP @Careswitch, former head of education @ Home Care Pulse, scaled a service business 7 figures in 3 years
Connor Kunz VP @Careswitch, former head of education @ Home Care Pulse, scaled a service business 7 figures in 3 years
Connor Kunz VP @Careswitch, former head of education @ Home Care Pulse, scaled a service business 7 figures in 3 years
Jennifer Ramos Managed and sold three different home care agencies; CEO of JR3 Consulting
Jennifer Ramos Managed and sold three different home care agencies; CEO of JR3 Consulting
Brett Ringold Vice President of A Long-Term Companion
Erica Horner Home care sales consultant & project manager at corecubed
Erica Horner Home care sales consultant & project manager at corecubed
Brett Ringold Vice President of A Long-Term Companion
Jennifer Ramos Managed and sold three different home care agencies; CEO of JR3 Consulting
Angelo Spinola Home health, home care and hospice chair at Polsinelli
Jennifer Ramos Managed and sold three different home care agencies; CEO of JR3 Consulting
Adam Corcoran Director of Business Development at Golden Care, owner of Home Care Flyers, helped build a multimillion dollar agency from the ground up
Connor Kunz VP @Careswitch, former head of education @ Home Care Pulse, scaled a service business 7 figures in 3 years
Connor Kunz VP @Careswitch, former head of education @ Home Care Pulse, scaled a service business 7 figures in 3 years
Connor Kunz VP @Careswitch, former head of education @ Home Care Pulse, scaled a service business 7 figures in 3 years
Greg Coopman President at SeniorCareCX
Miriam Allred Head of Partnerships @Careswitch, former host of Vision: The Home Care Leaders Podcast
Brian Cottone Jr. Benefits expert at VItable Health
Connor Kunz VP @Careswitch, former head of education @ Home Care Pulse, scaled a service business 7 figures in 3 years
Jeremy Fuller Managing Director of Grow Home Care Marketing; website, SEO, and digital marketing expert
Julio Briones Home care consultant specializing in helping 7-figure home care agencies grow
Connor Kunz VP @Careswitch, former head of education @ Home Care Pulse, scaled a service business 7 figures in 3 years
Connor Kunz VP @Careswitch, former head of education @ Home Care Pulse, scaled a service business 7 figures in 3 years
There are 9 areas to get right before you put your business on the market.
Consider having audited financial statements prepared to give a buyer confidence in your bookkeeping. Your history of producing revenue and profit combined with the professionalism of your record keeping is critical. A buyer's first barrier to entry are the business financials.
Stop using your company as an ATM. Many business owners run trips and other perks through their business, but if you’re planning to sell, these treats will artificially depress your earnings, which will reduce the value of your company in the eyes of a buyer by much more than the value of the perks. Their job is to poke holes - and they will to decrease your asking price.
Know and protect your margins: Understand if your business is a cash suck or a cash spigot. Cash flow is important and the acquirer is looking to pay back his investment within 2 to 3 years.
Switzerland structure refers to keeping a business neutral from over-reliance on any one person or group. How dependent is your business on any one employee, client, or referral source. Ask yourself this: what would happen to the business if they left? You need to diversify your employee, client, and referral base.
The proportion and quality of automatic, annuity-based revenue you collect each month. (Revenue that flows in at regular intervals during the year typically, on a monthly basis.) Benefits of recurring revenue, such as predictable cash flow add an increase in a company’s valuation.
Understanding your Life Time Value (LTV) of your client is important.
How well differentiated is your home care business from competitors? Add something to your differentiator that your competitors cannot claim as doing themselves.
How your business would perform if you were unexpectedly unable to work for a period of one to three months. This is the second most impactful factor to the value of your business just behind the history of cashflow and profitability.
A measure of the talent of your team: EOS (Entrepreneurial Operating System)
Recruit > Motivate > Retain > Evolve (Promote)
How does your business look to a customer today? Are you conducting surveys consistently to 100% of your client base?
If you answer YES to all of these questions, you have strong Customer Capital.
The business infrastructure aka: Your Policies, Procedures and Standard Operating Procedures or SOP’s.Basically, it takes what exists in your brain and turns it into a transferable form. These are the best practices that can be purchased and repurposed.
Your knowledge should be well documented and transferable. Making this knowledge company property ensures that if your talent walks out the door the knowledge they house doesn’t walk out the door with them.
This represents your culture, your brand, the way your team works, the rhythm of the day-to-day operations and communications and the way you communicate with customers.
In closing, according to International Business Broker Association (IBBA) 80% of business listed today do not sell mostly because they are not “transferable” or attractive to an acquirer.
And out of the 20% that do sell. . . 50% of those business list because of one of the “5 D’s”:
It’s popular to think of business valuation as an exact science. However, an owner’s readiness to exit plays a significant role in the overall value of their business. Being prepared to exit at any given time can pay off when it’s time. To do this, an owner should start by considering all of the drivers that add value now to set up for a successful exit later.