In a sector defined by social impact, trust and consistency, longevity is not simply a testament to survival but, in this case, to purpose executed at scale. And as CEO David Glover reflects on 20 years of franchising, the company’s growth remains rooted in values, investment and a belief that care should be available to everyone.
“20 years of improving lives marks a huge milestone, and one we’re all incredibly proud of,” he says.
“I believe our longevity and growth is due to our values, investment and subsequent network support that they enable.”
Those values, which might best be summed up as providing outstanding care that is accessible to anyone who needs it, have shaped everything from market positioning to operational structure.
“We believe in providing care for all, no matter social standing. This is not only our ethos, and we feel, a moral responsibility, but it also opens the entire home care market for business, rather than just a portion of it.”
That approach, underpinned by consistent investment in people, systems and technology, has powered Caremark’s expansion from a single office to a network delivering more than 135,000 hours of home care every week across their UK offices.
Strengthening a 20-year brand
Despite its established position, Caremark is not standing still, and neither is Glover, who is still acutely aware that constant evolution must be central to the brand’s performance.
“We never rest on our laurels and focus on continual development,” he says. “A 20-year brand only stays relevant if it keeps evolving, so we continually improve and raise the experience for customers and our franchise owners.”
This year has seen renewed focus on leadership capability and specialist expertise, with a number of new faces strengthening its offering.
“Over the last year, we have strengthened leadership support with key appointments, including a Director of Technology, a Manager of People and Culture, and a dedicated Onboarding Manager to help new owners hit the ground running.”
Marketing investment has also reached new heights through the National Marketing Fund.
“Our National Marketing Fund has now delivered a full year of activity, and the results are outstanding. More than 40 million impressions made (approximately) which, in turn, has delivered over 11,300 enquiries for our network.”
The firm has also taken decisive steps to negotiate stronger supplier partnerships on behalf of its franchisees, including major technology agreements.
“We took on central contractual responsibility where it makes sense, including a £1.1 million agreement with Access that unlocks exclusive benefits and sharper pricing. Some franchise owners are saving as much as £15,000 per year as a result.”
Those gains, he says, allow franchise owners to reinvest where it matters most, in their staff and in the quality of the care they deliver.
Driving consistency across a large network
With 153 offices, Caremark sits among the largest home care providers in the UK and Ireland. But that level of scale brings both responsibility and increased scrutiny.
“We are in the honoured position of caring for people and impacting their lives on a daily basis,” says Glover. “That is something we take very seriously indeed. With this in mind, excellent service levels and 100% compliance are non-negotiable.”
The company’s approach begins with a single operating model supported by training, auditing and clear expectations from day one.
“We set the bar high from day one with quality and compliance central to initial franchise owner training. From there, support via our onboarding manager and five quality managers provides the backbone in quality standards.
“Led by our Director of Quality and Compliance, our quality managers audit, set plans and follow up with offices in their regions to drive standards to outstanding levels.”
Communication, so often the breaking point in large-scale operations, is strengthened through real-time digital channels.
“Direct communication via our Connecteam app makes it easy to share updates, guidance and good practice to keep the quality and compliance conversation alive, as well as sharing success stories,” says Glover.
High tech, high touch
Technology in home care can be polarising, but it has a place. Glover is mindful that it can be polarising without the right mindset. Some fear that the tech will replace carers, while others fall prey to the temptation to adopt tools without purpose.
“Technology must make care better, not get in the way of it,” he says. “We will not use tools for the sake of it, and we will not let tech replace human connection.
“A good example is our use of AI to draft elements of care assessments. It reduces admin time considerably which means more of the call is spent on personal engagement, which is exactly where it matters.
“Whilst technology and AI is likely to replace jobs in many industries, in home care it can only enhance it, never replace.”
The company’s newly appointed Director of Technology is charged with scaling that approach across the network.
“He is not only standardising our systems, tightening governance and testing innovations before network-wide launch, but also proactively researching and implementing tech to deliver operational efficiencies for our entire business.”
A support system built for scale
Although the care sector is known for and, to a certain extent, depends on regulation and complexity, Caremark’s support structure aims to remove barriers and accelerate success for its franchise owners. It offers one of the lowest advice and support fees in the sector, says Glover.
“Our 4.5% advice and support fee is fair, transparent and aligned with the realities of home care. We are family owned with no private equity company to report to which enables our low fee.”
Being a family-owned business allows Caremark to set fees without any external pressure from investors, and Glover believes it allows franchisees more room to invest back into their own businesses.
“A thriving, profitable business reinvests in its team and communities which in turn aids in staff retention and ultimately improves the experience of our customers.”
Backing this is a 40-person Franchise Support Centre across marketing, compliance, technology and finance, wrapped around a structured onboarding journey.
Every owner starts with an extensive eight-day induction and then moves into long-term leadership development, which lasts nine months.
Growth with purpose
Caremark’s next chapter is about expansion. But, again, not at any cost and executed within its own trusted parameters.
The company’s long-term vision includes filling the UK map to around 230 offices, while maintaining strict quality and culture alignment.
“Whilst interest in new territories is high, we are conscious that we must scale well, with the right people for us and the industry, rather than scaling up fast.”
International expansion is now also on the cards.
“We are receiving regular enquiries from overseas, and we are now in a position to consider the right international opportunity.”
But Glover is clear that the UK network will remain the heartbeat of the business.
“Any move will be careful and only if it strengthens the UK network, never at its expense,” he says.
Alongside that growth, Glover aims to increase Caremark’s influence in shaping the future of care.
“I want Caremark to be the name people turn to for care insight as well as care delivery.”
That ambition includes providing better data, practical thought leadership, and ongoing innovation that helps care teams spend more time where it matters most – with the people they look after.
