In 2026, that appeal is only growing, but expectations are higher too. It is not just about a franchise sounding compelling in the early conversations. It is about what it feels like to run the business month after month. How support shows up when recruitment is difficult. How standards are protected when demand rises. How marketing is funded and managed when local competition is busy. How the franchisor strengthens the network year after year.
Because the difference between a confident first year and an exhausting one usually comes down to the basics being done brilliantly: support, systems, training, and leadership.
That is the context behind Caremark being awarded Franchisor of the Year Established (Gold) at the BFA HSBC UK British Franchise Awards 2025, and ranked 5th in the Elite Franchise Top 100 for 2026.
Winning awards like these is never about a single year of activity. Success does not happen overnight. It is built through the choices made year after year, and the standards a franchisor is willing to protect as it grows.
So what did Caremark put in place during 2025, and in the years leading up to it, to earn that recognition, and what is being prioritised for 2026?
Support must scale with the network, not behind it
Home care is a people business, delivered every day, often under pressure. For franchise owners, progress can hinge on whether support is both specialist and easy to access when it matters most.
In 2025, Caremark focused on protecting support capacity as the network grows. The Franchise Support Centre now includes 40 subject experts across marketing, compliance, finance, technology, and operations, with an overall 1:2.5 support ratio in place.
That structure exists for a reason. Many people exploring franchising are mid-career professionals, often with family responsibilities. They want to back themselves, but they also want to know that when the real challenges arrive, they are not facing them alone. Caremark have built a support model to meet that reality with practical help, not vague promises.
Early-stage confidence is built through structure, not motivation
Many new franchise owners are capable people. What they need is a single plan, clear priorities, and named support so the first months build strong habits.
In 2025, Caremark strengthened leadership support with key appointments, including a Director of Technology, a Manager of People and Culture, and a dedicated Onboarding Manager.
Caremark’s onboarding includes an eight-day induction and a nine-month high-performance leaders programme, designed to build leadership capability and decision-making in real conditions.
For many career changers, especially those coming from operations, sales, HR, law, or technology, this type of structure bridges the gap between running a business and running a care business, where trust, consistency, and reputation are everything.
Consistency is protected through standards and audit
Some sectors can tolerate variation between locations. Home care cannot.
Caremark’s approach is built around a single operating model, clear standards, and training that is accessible across the network, with quality and compliance central to the initial eight-day franchise owner training.
To back that up, Caremark has five Quality Managers who audit and follow up with offices in their regions, as part of a Quality, Compliance and Training team that is nine strong, led by a Director of Training and Compliance.
Culture plays a role, too. Caremark’s Support Centre values were created and owned internally to keep behaviours and expectations consistent for franchise owners across the UK.
Marketing works best when it drives local momentum
A franchisor’s marketing should not just create brand awareness. It should help franchise owners build confidence locally.
Caremark’s National Marketing Fund delivered a full year of activity across TV, radio, door drops, Google, and Meta, generating 37.2 million impressions, 170,000 website clicks, and over 11,300 enquiries to date.
For prospective owners, proof like this matters because it reduces uncertainty. The franchise recruitment persona is motivated by meaningful work, control, and building a stable asset, but common fears include leaving a secure salary, reputational risk, and feeling alone when issues arise.
Clear evidence of demand and support helps address those concerns.
Central partnerships can create real headroom
Franchise owners build strong businesses when there is room to invest in people and quality.
In 2025, Caremark tightened supplier partnerships and took on central contractual responsibility where it makes sense, including a £1.1 million agreement with Access, with some franchise owners saving up to £15,000 per year.
Technology should protect time for humans
Technology is not the product in home care. But it can protect time, reduce admin, and improve consistency.
Caremark’s technology direction in 2025 included using AI to draft elements of care assessments, reducing admin time and freeing more time for hands-on care.
A dedicated Director of Technology role also supports standardisation, governance, and careful rollout of new solutions across the network.
What Caremark is setting up for 2026
Caremark’s 2026 focus is growth with purpose, continued investment in training and technology, and raising standards across the network. Caremark anticipates around 230 offices when fully built, with each territory set up to succeed.
Alongside expansion, Caremark is aiming to deepen leadership in knowledge and practice, with stronger thought leadership and better use of data to guide decisions.
For anyone exploring franchising in 2026, the most practical question remains the same: what is the franchisor investing in right now that will make a local business stronger next year, and in five years?
This article comes courtesy of Caremark Limited, the largest privately owned UK home care franchisor*, voted Franchisor of the year and ranked 5th in the Elite Franchise Top 100.
