Established Home Care Company, Non-Medical Senior Care Agency in NYC

$2.1M

Revenue

$500K

SDE

2.8x

Multiple

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Full Editorial Writeup

This is a non-medical in-home senior care agency operating in New York City, founded in 2015 and now generating roughly $2.1M in gross revenue with $500K in seller's discretionary earnings and $450K in EBITDA. The business provides personal care, companionship, and daily-living assistance to elderly clients who prefer to age in place rather than move into facility-based care. It comes with an established client base, an installed team of 8 employees (3 full-time, 5 part-time), and a management layer already in place, positioning it as a genuinely turnkey acquisition rather than a job the buyer has to run day to day.

The demand story here is structural. America's over-75 population is growing faster than the supply of caregivers, and home care sits at the intersection of demographic tailwinds and payor preference: families and insurers both favor in-home care because it is cheaper than facilities and clients overwhelmingly want to stay home. Revenue is recurring in the practical sense, because care hours are scheduled on ongoing plans and clients stay on service for months or years once onboarded.

At $1.4M against $500K SDE, the deal is priced at 2.8x, which is reasonable-to-attractive for a profitable home care agency in a top metro. The reason for sale is a retiring owner, and the presence of a manager and brand-office support suggests the transition risk is lower than a typical owner-dependent SMB. The buyer's real diligence work is around caregiver retention, licensing (LHCSA/registry considerations in New York), and how much of the margin depends on the outgoing owner's referral relationships.

Why we like it

Earnings quality is solid for the price: $500K SDE and $450K EBITDA on $2.1M revenue is a ~21% EBITDA margin, healthy for a labor-heavy service business, and the 2.8x multiple leaves real downside protection if hours dip. The gap between SDE and EBITDA is only $50K, which suggests the owner is not stripping large add-backs, so the reported profit is likely close to true operating economics.
The moat is demographic and operational rather than proprietary. Once a family onboards a caregiver they trust, switching costs are high because the elderly client and family have relationships with the specific aides, and referral sources (discharge planners, physicians, senior communities) route repeat business to agencies they know. A ten-year track record since 2015 and an established client base signal that referral pipeline is real.
Market tailwinds are among the strongest in any SMB category. The 75-plus population is expanding rapidly, caregiver demand outpaces supply, and both families and payors prefer home care over more expensive facility care. This is a service people do not cut in a recession because it addresses non-discretionary daily needs of aging parents.
The operator advantage is a genuinely turnkey setup. There is an established management team and only 8 employees to oversee, plus brand-office and seller support, which means a buyer with sales or recruiting muscle can focus on growing caseload rather than fixing broken operations. The retiring owner is motivated, which supports a clean transition.

How to improve it

Attack caregiver recruiting and retention as the primary growth lever within the first 90 days. In home care, revenue is capped by billable hours you can staff, so building a referral-bonus program, faster onboarding, and predictable scheduling directly unlocks more revenue from existing demand you are likely already turning away.
Formalize and diversify referral sources by mapping every hospital discharge planner, physician group, senior living community, and elder-law attorney in the metro. Owner-dependent referral relationships are the biggest single risk in this deal, so systematizing them into a documented, multi-source pipeline protects the revenue base and de-risks the owner's exit.
Push into higher-value service lines and payor mix within the first year. Adding hours through long-term-care insurance clients, VA benefits, and Medicaid-adjacent programs (where the license permits) can raise average bill rates and stabilize hours versus purely private-pay families who cut back first.
Install scheduling and CRM software if it is not already in place to cut administrative drag and reduce missed shifts. Better utilization and fewer scheduling gaps translate directly to margin because you are already carrying the fixed cost of the management team.
Build a structured client acquisition engine with local SEO, Google Business Profile management, and paid search for high-intent terms like 'home care near me.' Most legacy agencies rely almost entirely on word of mouth, so even modest digital marketing spend can compound caseload growth.
Standardize care quality and compliance documentation to protect against regulatory and liability exposure. Clean charts, background checks, and training records both reduce risk and become a marketing asset when pitching institutional referral partners who screen agencies before referring.

Diligence notes

Verify New York licensing status and structure. Non-medical home care in New York often operates as a registry or under LHCSA-adjacent rules, and you must confirm exactly what license the business holds, whether it transfers cleanly to a new owner, and what compliance obligations come with it before you close.
Stress-test caregiver retention and dependency on the owner's personal relationships. Ask for turnover rates, tenure of the 8 employees, and how many clients came from owner-sourced referrals versus institutional channels, because a retiring owner who was the rainmaker could take the pipeline with them.
Reconcile the reported financials against payroll, bank statements, and client invoices. Confirm the $2.1M revenue and $500K SDE with tax returns, review add-backs behind the SDE-to-EBITDA bridge, and check whether any revenue is concentrated among a small number of high-hour clients whose loss would materially dent earnings.
Clarify the 'brand office' relationship referenced in the listing. Determine whether this is a franchise or licensing arrangement, what fees or royalties apply, whether they reduce the true owner earnings, and whether the franchisor must approve the sale, since franchise economics change the multiple math.
Examine client concentration and payor mix in detail. Understand the split between private pay, long-term-care insurance, and any government programs, plus average length of engagement, since private-pay-heavy books can be more sensitive to economic pressure than the recession-proof label implies.

Source

Originally listed on BizBuySell. View original listing →