The UK’s homecare sector has long grappled with high staff turnover, recruitment challenges, and inconsistent care delivery.
Visiting Angels, however, led by CEO Dan Archer, has taken an innovative approach to addressing those issues – caring.
Launched in the UK in 2017, the company adopted a franchise model in 2019, rapidly expanding to 71 franchisees within six years, including 21 in the past year alone.
The impressive growth stems from a clear mission – to prioritize caregivers and make Visiting Angels an employer of choice and, by extension, a provider of exceptional care.
“We look after our caregivers better so that they are able to look after the clients,” says Archer.
The commitment is reflected in its staffing turnover rates, which stand at a remarkable 11% nationally – far below the industry average of 50-70%.
“What that means for the franchisee is that they can build a team because they can grow capacity rather than just replacing leavers,” Archer explains.
Franchising for growth
Visiting Angels’ decision to adopt a franchise model has been pivotal to its expansion.
“The growth of the business has absolutely only been possible because of the franchise model,” Archer notes.
The company’s international success, with more than 800 franchisees across five countries, has translated seamlessly to the UK. Within a short period, Visiting Angels scaled its operations from scratch, achieving rapid expansion while staying true to its core values.
“Our franchisees have to be communicators,” Archer says, outlining the qualities needed to succeed in the Visiting Angels network.
“They also have to be resilient leaders, and they must have a real passion to make a difference. We say we chase making a difference, and the commercial success follows.”
Franchisees undergo a rigorous onboarding process, including four weeks of structured training, a 12-week hand-holding period during launch, and ongoing mentorship. They also benefit from a network of support, including a growing team of 11 full-time professionals, many with direct experience running care businesses. This robust support system has been crucial to sustaining Visiting Angels’ growth at pace.
Carer-centric culture
The firm has built itself around an unwavering commitment to carer-centricity. “Carer-centric means our carers are the most important people in the business,” Archer explains. The philosophy has been embedded into every aspect of the organisation, from recruitment to daily operations.
“Our vision, mission, and culture were developed exclusively for the benefit of our caregivers,” Archer says.
The approach is evident in the company’s practices, which include better pay, proper contracts (not zero-hours), career progression pathways, and a bespoke mental health support programmes called AngelCare.
AngelCare, launched in 2021, exemplifies Visiting Angels’ commitment to its caregivers’ wellbeing. The app offers services like grief counseling, talking therapy, mindfulness programmes, and mental health training—all accessible for free.
“Carers are not great at self-identifying for help, so technology helps us to help our carers,” says Archer.
The dedication extends to how the organisation reinforces its values internally. Franchisees participate in regular meetings and events, including quarterly business builder sessions, regional meetings, and an annual national conference.
“Each meeting that we do has a carer-centric roundtable where franchisees are able to share and learn from the carer-centric things that have been done in each other’s businesses,” Archer explains.
Tackling the biggest challenges
Recruitment and retention are among the most pressing issues facing the care industry, challenges that Visiting Angels’ model is uniquely positioned to address.
“We have a sector with overwhelming demand created by an ageing population. The challenge for homecare is finding the staff needed to provide the service,” Archer notes.
The company’s approach not only attracts and retains staff but also ensures consistent, high-quality care for clients. Clients benefit from continuity, often seeing the same caregiver each week – something of a rarity in the sector. In addition, Visiting Angels empowers clients to choose their caregiver, a service Archer believes is a genuine USP.
Creating a culture
As Visiting Angels scales its operations, maintaining its unique culture is a top priority.
“The risk in business is always that the further away from a founder the service delivery gets, the greater the chance that aspects of service— in our case, the carer’s experience of work (culture)—are diluted,” Archer says.
To mitigate this, the company prioritises recruiting franchisees who align with its values.
“Our franchisees are awarded their franchise if they can demonstrate to us that they are aligned to our values,” Archer explains. “Once within the network, we reinforce our values with training, in meetings, and with awards which recognise carer-centricity.”
Archer believes the company’s inverted organisational structure, a hierarchy placing caregivers at the top and himself at the bottom, also plays a role in its progress.
“The bigger we become, the less important I become,” he says. This structure empowers franchisees and their teams to take collective ownership of the company’s culture, ensuring that carer-centricity remains at the heart of the business.
Influencing the care industry
Beyond its internal successes, Visiting Angels is also shaping broader industry practices. Archer frequently liaises with politicians in Westminster, advocating for systemic changes in the care sector. His efforts, combined with the company’s regular TV and radio appearances, have established the firm as a leading voice in the industry.
“Carer-centricity applies to the whole Visiting Angels community, where our people feel empowered and proud to represent necessary change in the care industry,” Archer says.
He cites appearances on BBC News, Channel 5, and Sky TV, as well as collaborations with MPs and care sector leaders, as evidence of the company’s growing influence.
Archer’s dedication to addressing the care sector’s challenges stems from personal experience. His grandmother’s struggles with inconsistent care highlighted the urgent need for change. “When we lost my nan following poor quality homecare, asking why enabled me to see what the real problem was,” he reflects.
A bright future for Visiting Angels
Looking ahead, the company has ambitions to double its UK network to 160 offices and expand to 540 franchisees across Europe within the next 15 years. Archer is optimistic about the future, citing the company’s proven model and the growing demand for homecare services.
“The opportunity remains the demand for our services, which is a constant in many Western European countries with an ageing population,” he says.While acknowledging the challenges of finding the right franchisees, Archer remains confident in the company’s approach.
“I know our approach works, and our fantastic growth in the past six years would also evidence that our approach is right for our franchisees.”
As Visiting Angels continues to grow, its commitment to caregivers and its carer-centric philosophy will remain central to its success.
“My biggest lesson is that I don’t have any of the answers that I need to be successful,” Archer says. “But if I ask ‘why?’ often enough and then listen to the answers, we stand a chance of making the change that society needs.”
