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Home-based care companies are using franchising to expand, with newer entrants signing agreements and established brands emphasizing careful owner selection and sustained support. Solenvia Caregivers’ first two franchise locations remain in licensing and onboarding and have not yet generated revenue, illustrating that agreements do not immediately translate into operating businesses. The report does not provide financial results comparing franchise and company-owned locations.
Home-based care companies are turning to franchising to expand into new communities, but operators and industry leaders say growth depends on selecting suitable owners and providing sustained training and operational support. A report by Home Health Care News describes the approach at established brands and newer franchisors, including Solenvia Caregivers, whose first two franchise locations are still in licensing and onboarding and have not yet generated revenue. See also home-based care dealmaking.
Solenvia, a Massachusetts-based provider of non-medical home care, signed its first franchise agreement in August, expanding into Florida, and a second agreement for Fairfield County, Connecticut, in mid-October. The company appointed Justin Brady as vice president of franchise operations in September to oversee franchisee onboarding, training and support, and to refine its caregiver scheduling model. Brady told HHCN that most of Solenvia’s revenue still comes from company-owned operations. The two franchise locations remain pre-opening and are not yet bringing in revenue.
Solenvia chief executive Bryan Dylewski said the company sees franchising as a way to scale while delivering services in local communities. He argued that owner-operators’ investment in the brand and interest in helping people can support local performance; that is the company’s rationale, not a reported outcome from the new sites. Solenvia offers personal, hourly, live-in and overnight care.
More established systems describe formal processes for preparing owners. Right at Home, which operates more than 750 locations across the United States, Canada, the United Kingdom, Australia and Ireland, provides education about its franchise disclosure document and business model, followed by pre-opening training and ongoing coaching. Home Helpers Home Care says it uses a development team to assess prospective owners and assigns new franchisees support for at least their first two years. Its network has 409 locations in 40 U.S. states.
Expansion Depends on Owner Readiness
Franchising can let a home care company enter new markets through independent operators, while franchisees receive access to a brand, operating model and support. The model also creates responsibilities: a franchisor’s reputation may be affected by the quality and consistency of service delivered by local businesses. In home-based care, that service is provided to people who may be especially vulnerable, making reliable operations more than a matter of brand presentation.
There is also a gap between signing an agreement and running a revenue-producing location. Solenvia’s new sites have not started earning revenue, according to the report, so the agreements show an expansion plan rather than evidence of financial success. The report does not compare franchisee returns with company-owned performance or establish whether franchising is more profitable.
Franchisees take on long-term financial obligations. Home Helpers CEO Emma Dickison told HHCN that operators pay an initial franchise fee and royalties, as well as a contribution of 1% to 2% of overall revenue toward national marketing, advertising and branding. A prospective owner’s understanding of the costs, responsibilities and service model can shape whether the business is viable for both sides.
From Established Networks to New Entrants
In a franchise arrangement, an independent operator buys the right to use a company’s brand and business model. The franchisor typically receives an upfront fee and ongoing royalties, while the franchisee runs the local operation. The report notes that this structure can offer a route to expansion, but gaps in planning or weak support can leave a system confusing or unable to compete.
Home Helpers is an established example: the Blue Ash, Ohio-based company provides personal care and Alzheimer’s and dementia care and was acquired in 2021 by healthcare-focused private equity firm RiverGlade Capital. Right at Home offers personal, specialty and companion care through its international network. By contrast, Colorado-based Home Halo moved into franchising in late 2025, while Solenvia is building its franchise operation through its first agreements and a new operations leadership role.
Franchise disclosure documents, or FDDs, are legally required and describe a franchisor’s business model. The companies interviewed told HHCN that explaining these documents and the operating model before an agreement is signed is part of preparing owners. Home Helpers said its FDD also includes a third-party audit and financial information and performance metrics. The report presents these as company practices, not independent findings about the performance of franchise locations.
““We continue to look for individuals [who] have a mission… we’re taking care of some of the most fragile population, and we’re doing it in their home or family home.””
— Emma Dickison, president and CEO of Home Helpers Home Care
New Locations Have Yet to Open
The report does not say when Solenvia’s Florida and Connecticut locations will complete licensing, open to clients or begin generating revenue. It also gives no financial results for those sites, projected opening dates or information about their staffing levels. Their agreements therefore cannot yet show whether the expansion will meet the company’s expectations.
More broadly, the source does not provide comparative data on franchise fees, startup costs, profitability, closures or franchisee returns across the companies discussed. Statements about the benefits of franchising and owner commitment are attributed to company leaders; they are not independently verified performance findings. The longer-term results of newer franchise strategies remain unknown.
Licensing and Training Before Launch
The immediate next step for Solenvia’s two franchise locations is to complete their licensing and onboarding, according to the report. The company’s franchise operations team is responsible for training and support, but no opening timetable or revenue milestone was provided. HHCN also reported that Brady is working on the company’s caregiver scheduling model as it develops the franchise system.
For prospective owners, the process described by Right at Home and Home Helpers includes reviewing the FDD, assessing whether the operator fits the business model, and completing pre-opening preparation. Right at Home says its pre-opening training takes place over the six months before a location opens, followed by ongoing coaching during a 10-year franchise agreement. Home Helpers says an assigned team supports franchisees for at least their first two years. Whether these practices produce sustainable results for newer locations will require operating and financial outcomes that have not yet been reported.
Key Questions
What is the news about home-based care franchising?
Home care providers are using or developing franchise models to expand. A Home Health Care News report details how companies approach owner selection, training and continuing support, including Solenvia’s first two franchise agreements.
Are Solenvia’s franchise locations operating yet?
The report says the Florida and Fairfield County, Connecticut, locations are in licensing and onboarding and have not yet generated revenue. It does not provide opening dates.
What does a franchisee receive from the franchisor?
Practices vary by company. Right at Home describes business-model education, pre-opening training and continuing coaching. Home Helpers says it provides guidance through the franchise process and assigns new owners a support team for at least two years.
What costs are mentioned in the report?
Home Helpers’ CEO said franchisees pay a franchise fee and royalties, plus a contribution of 1% to 2% of overall revenue toward national marketing, advertising and branding. The report does not give a full cost schedule or compare costs across brands.
Does the report show that franchising is more profitable?
No. It describes why companies are pursuing franchising and the support they offer, but provides no comparative profitability data. Solenvia’s first two franchise locations have not yet generated revenue.
Source: rss
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