Care provider franchise is at the heart of the UK care industry helping to shape policy as one of the sector’s best-known and well-established brands. We spoke to CEO Martin Jones MBE, about a business still moving forward, as it approaches its 20th anniversary…
With nearly two decades of experience in the UK, Home Instead has cemented its reputation as a leading home care provider, blending diligence with innovation to deliver standard-setting services. Under the stewardship of Martin Jones MBE, CEO UK & International, the organisation is not only shaping the future of social care but also redefining franchising in the highly-regulated care sector.
With a well-publicised mission to “expand the world’s capacity to care,” Home Instead combines a purpose-driven ethos with business acumen, to create a model that supports franchisees and clients alike.
“Home care is constantly evolving as it’s a relatively young sector, so change is something we are looking at all the time. We can never be complacent,” says Jones. The drive for innovation is evident in a two-fold approach that means adapting services to meet the ever-increasing needs of an ageing population while upskilling the care workforce.
An ageing population
Home Instead offers a range of services, from companionship and personal care to specialised support for conditions such as dementia and Parkinson’s. Responding to growing demand, the company has expanded live-in care services, now offered by over 132 offices. This service alone generates £3 million in monthly revenue and addresses a significant societal preference: “44% of people dread moving into a care home more than the death of their partner,” Jones says, citing its New Ageing Index survey.
Healthcare at home, a service supporting clients with complex and long-term conditions, has also seen significant growth. “This allows us to take pressure off the NHS while helping it achieve one of its five-year plan goals to care for more people in the community,” explains Jones. Those offerings position Home Instead as a vital component in the healthcare ecosystem, providing solutions that align with national goals for integrated care.
The franchising model
The franchising model has been a cornerstone of Home Instead’s expansion, enabling consistent, high-quality care across the UK. With 260 franchises and plans to grow to 296 territories within five years, the company has embraced a multi-unit strategy, with 40% of its network now operating more than one territory. It is an approach that has garnered recognition, seeing it named one of HSBC’s top multi-unit brands.
“We’ve invested into the multi-unit structure and sought external guidance on this. We are two years into a five-year strategy and have already made so much progress,” says Jones. The company also supports franchisees with a unique exit strategy. Home Instead’s dedicated brokerage service, HI Resales, has facilitated successful transitions for franchisees, 11 so far this year, including a record resale value of over £2 million this year.
The support extends from day one, with continuous assistance in operations, marketing, and compliance. The introduction of new technology is another facet of Home Instead’s support framework, designed to enhance care delivery while reducing administrative burdens. “The role of technology is to give care professionals more time to deliver hands-on care,” Jones believes.
Influencing the future of social care
Jones’s leadership extends beyond Home Instead. As a board member with Age UK, the Homecare Association, and chair of the Care Workers Charity, he actively contributes to shaping the sector. “It’s important to understand the issues and opportunities facing home care but also to influence and shape policy decisions,” he explains.
His advocacy ensures that Home Instead stays at the forefront of industry developments, particularly around the integration of health and social care. The company’s commitment to the professionalisation of care roles is another step toward elevating the sector’s image. Through training and defined career pathways, Home Instead is addressing the care workforce shortage, with 20,000 roles currently unfilled nationwide across the sector. “By providing more training and more clearly-defined career pathways, we can attract more people to work in care. This is mission-critical,” Jones adds.
Changing perceptions
The firm is also working to change how society views the care sector. Campaigns like the award-winning Take Care initiative highlight the pressures on family caregivers and provide solutions.The company’s franchisees amplify the message through local stories of transformative care, from enabling seniors to pursue lifelong dreams to facilitating advanced healthcare at home.
“Our franchise network does a fantastic job of celebrating the work we do to change people’s lives,” says Jones. Such efforts, combined with advocacy for the professionalisation of care roles, are gradually reshaping public perceptions.
Optimism for the future
Home Instead’s plans for growth are ambitious yet grounded in societal need. The ageing population presents a significant opportunity, as does the adoption of technology to enhance care and attract talent. “Like any business, we have challenges, but the scales are tipped in our favour in terms of the opportunities,” Jones says.
The opportunities include expanding services, integrating care with broader healthcare systems, and ensuring that franchisees thrive in a supportive and innovative network. Home Instead’s unique selling point lies in its mission. “Our USP is our ‘why’—our mission is to expand the world’s capacity to care,” Jones explains. Its purpose-driven approach permeates every aspect of the business, from client care to franchise development.
Care and innovation
As the company approaches its 20th anniversary in the UK, its raison d’être is to lead the home care sector in quality and innovation. From its seat at the table in policy discussions to its transformative franchise model, the company shows how purpose and business acumen can drive success.
For prospective franchisees, it offers a business opportunity and a chance to make a meaningful impact.
“Every decision we make is about enabling people to live well at home,” says Jones. With a proven track record, comprehensive support, and a mission that resonates, Home Instead is taking care of business and shaping the future of its industry.
