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This highly profitable in-home (non-medical) senior care business franchise on an absolute upward TEAR in both sales and profits and won’t last long! Further, this might be the deal of a lifetime for you as there is serious potential, just by the end of this year, to have this company be worth $3,100,600 vs the $1,950,000 you pay for it! That’s $1,150,600 in built up equity/profit (whatever you want to call it) in just a little over 6 months without doing anything different than what is currently being done now. You read that right, this company, if you bought it today, would likely appraise at around $3,100,600 by the end of the year as the SDE is likely to go from $579k (currently) to about $838k by the end of the year. Look over the “thought experiment” after you sign the NDA for a full breakdown of how this would play out and MAKE SURE your financial advisors look this over before you put ANY MONEY at risk on this business. We do feel your advisors will come to the same conclusion. HIGHLIGHTS: This is a Major IN-HOME senior care brand (resale). The business focuses on sending caregivers to a client’s personal home/residence to help them with daily life activities, such as light cleaning, food preparation, grocery shopping, walking with them and just basic companionship. The idea is to keep the individual in their own home rather than having to go into an Assisted Living Facility. This particular location has an INCREDIBLE reputation in the community for providing this high quality non-medical in-home care and we think when you dive into this further, you’ll agree with that assessment. POSSIBLE DEAL STRUCTURE AND RETURN ON YOUR INVESTMENT (ROI): • Projected ROI of 41%! • Total purchase price: $1,950,000 (*Appraised Price) • Down payment: $390,000 (20%) • Current SDE (cash flow of the business/what the business makes in earnings): $579,000 (SDE= Sellers Discretionary Earnings) • Amount financed: $1,560,000 • Debt service per year (annual note payment): $242,232 (10 years at 9.50% apprx.) • SDE less debt service: $336,768 • Assume - New owner to pull $175,000 a year out of the business in wages. • Remaining SDE (cash flow) AFTER owner wages and paying annual debt service: $161,768. So even AFTER paying your debt service and taking out $175,000 in a wage, you should still have $161,768 to do with as you wish, pay down the debt early, take it out in total wages, or go to Vegas! • Return on investment or your return on injected capital (down payment) year after year = 41%! • Annual return of investment on your injected capital/down payment each year is 41%; A great year in the stock market would be 15% to 20% and the average is about 7%. The assumption is that you do actually work in the business. Clearly in the stock market you would not be working in the company you held stock in. • This scenario does not include working capital • Important: Do not take our word for it on the investment information, call and meet with your accountant and make sure he/she agrees with the outline above. Do not make any financial investment into this business where your money could be at risk until you agree with your financial advisor’s opinion and are comfortable with the presented numbers from the seller.APPRAISED PRICE: The owner had a WALL STREET LEVEL APPRAISAL completed on the business. Wells Fargo, US Bank, Radius Bank, CIBIC Bank and about 10 other major banks use this valuation firm to do their own internal appraisals for their underwriter teams. The point is this is a solid appraisal number. Sales History: 2023: $1,919,465 2024: $1,913,727 2025: $2,763,058 2026 Proj: $4,000,000 Cash Flow History (SDE): 2023: $382,109 2024: $313,820 2025: $579,452 2026 Proj: $838,000 ************** The sale is confidential which is why we are not publishing sensitive financial information or the name. Information provided to qualified buyers with NDA in place*. All information, financials, appraisals, Assets, real estate values, etc. must be verified with the seller and buyer's own professional independent advisors, CPA, etc. CONTACT us for the Non-Disclosure Agreement. We will email the short online NDA.
Why we like it
- Cash flow quality looks strong with SDE margins expanding from 16% to 21% as revenue scaled, indicating operational leverage and pricing power. The business appears to have moved through early franchise struggles and hit its stride, with 2025 showing dramatic improvement in both top-line growth and profitability. Non-medical home care also generates predictable recurring revenue from ongoing client relationships rather than one-time transactions.
- Demographic tailwinds are undeniable with 10,000 Americans turning 65 daily and the preference for aging in place creating sustained demand. The Jacksonville market offers population growth and relatively lower competition compared to oversaturated markets like South Florida. Franchise model provides operational playbook, brand recognition, and proven systems that reduce execution risk for an acquirer.
- Defensive recession characteristics make this attractive during uncertain times since senior care is largely non-discretionary spending. Insurance reimbursement and family financial support create payment stability that many service businesses lack. The in-home model also has lower overhead than facility-based care, providing better unit economics and scalability.
- Clear optimization opportunities exist with a 41% projected ROI based on current cash flows, suggesting the business may be underoptimized relative to its market potential. The seller's aggressive growth projections, while potentially overstated, indicate untapped capacity and room for operational improvements that a sophisticated operator could capture more systematically.
How to improve it
- Audit caregiver utilization rates and implement dynamic scheduling software to maximize billable hours per employee. Most home care agencies operate at 65-75% utilization when best-in-class achieve 85%+ through better routing and scheduling optimization. This alone could add $100K+ to cash flow within 90 days.
- Implement tiered service pricing with premium care packages for higher-acuity clients who need more specialized attention. Many agencies undermonetize by treating all care as commodity hourly work rather than value-based service delivery. Higher-margin specialized services like dementia care or post-hospital recovery can command 20-30% premiums.
- Build systematic referral relationships with discharge planners at local hospitals, rehab facilities, and physician practices. Most home care growth comes through professional referrals, yet many agencies rely on passive word-of-mouth. Active relationship management with 20-30 key referral sources could drive consistent lead flow.
- Develop family communication technology platform to increase client retention and justify premium pricing. Weekly photo updates, care notes, and family portals create stickiness and differentiation while reducing churn from the typical 15-20% monthly rate to under 10%. Technology investment pays for itself through improved lifetime value.
- Expand into adjacent services like medication reminders, transportation, or light medical support that generate higher margins and increase client wallet share. Once you have trusted caregiver relationships, clients often need additional services that command premium pricing compared to basic companionship care.
- Optimize caregiver recruitment and retention through better compensation structures and career development paths. High turnover kills margins and service quality, so investing in caregiver satisfaction through competitive pay, benefits, and advancement opportunities directly impacts profitability and client satisfaction.
- Implement performance analytics dashboard tracking key metrics like caregiver utilization, client satisfaction scores, referral conversion rates, and average client tenure. Most small franchises operate on gut feel rather than data-driven decision making, missing optimization opportunities that larger operators capture systematically.
- Evaluate acquisition opportunities for smaller competing agencies in the Jacksonville market to consolidate market share and eliminate competition. Home care is highly fragmented with many sub-scale operators who lack capital and operational expertise, creating roll-up opportunities for well-capitalized buyers.
Diligence notes
- Verify the dramatic revenue jump from $1.9M to $2.8M by reviewing monthly financials, client contracts, and caregiver payroll records. Such explosive growth often masks quality of earnings issues, customer concentration risks, or unsustainable pricing that could reverse quickly. Examine whether growth came from new clients, rate increases, or expanded services per existing client.
- Validate caregiver staffing levels, turnover rates, and wage inflation pressures since labor is 70-80% of costs in this business. High turnover destroys margins and service quality, while wage pressures in tight labor markets can quickly erode profitability. Review worker compensation claims, licensing compliance, and any pending labor disputes.
- Analyze client concentration and retention metrics to understand revenue stability and churn patterns. Home care can appear stable while actually experiencing high turnover that masks underlying business quality. Request client aging reports, average tenure data, and reasons for service termination to assess true recurring revenue quality.
- Scrutinize the franchise agreement terms, territory rights, royalty structures, and any planned corporate changes that could impact operations. Some franchise systems are unstable or facing litigation that could disrupt operations or increase costs. Verify territorial exclusivity and growth rights for future expansion within the Jacksonville market.