Words: Annie Blinkhorn The business of care


Home Instead Senior Care UK was established in 2005 and the strength of its growth so impressive that the original US founders, Paul and Lori Hogan, bought the UK network when it came up for sale. The Franchise Magazine caught up with Paul, and UK managing director Martin Jones, to find out more about what’s at the beating heart of Home Instead


What are Home Instead Senior Care’s origins? Paul Hogan: We started in 1994 in Omaha, Nebraska. My grandmother was 89, lived in a one-bed apartment and got to the point where she was too weak to get out of her own chair. We had a big family meeting and agreed that, one, she wouldn’t go into a nursing home and, two, we’d chip in to keep her comfortable for what looked like her last little bit of time. That ‘bit of time’ turned into 11 years – she regained her strength, her will to live – and we saw first- hand you don’t have to be a doctor or nurse to have a huge impact on a senior’s life. We set out to do the same for others and began Home Instead Senior Care. Today, it’s made up of over 1,200 franchise locations in 12 countries, delivering about 80 million hours of care a year.


You then grew through franchising, including in the UK. Tell us about that... Paul: Franchising is a wonderful way to get the best of both worlds. You get local ownership –


that’s where the passion is – plus the value of an extended network of people doing the same thing, so through collective operation and sharing of experiences, you learn how to do things better and create best practice. It’s an environment where there’s continual improvement. We’ve a long history here in the UK. In 2005,


we awarded the master franchise rights to Sam and Trevor Brocklebank and they did an outstanding job – attracting great franchisees and building an immensely talented team we’re so proud of. So when the opportunity came up to purchase Home Instead in the UK it was an easy decision because our cultures align perfectly, and rather than see it diminished by, say private equity, or another organisation buying the franchise, we wanted to preserve that culture and jumped on the opportunity. The success here has gone way beyond


my expectations. I’d never dreamed we could win something such as a Queen’s Award for Enterprise and the Princess Royal


Training Award for our dementia training. This exemplifies what a great job the team here, and the franchise owners throughout the country, are doing. The UK is imperative to the success of our global brand because there’s a tradition here for quality; a high standard of doing things right. It’s so important that we learn from each other; that’s the beauty of our organisations becoming even closer. The awards, the recognition for things that are done extremely well – we learn and benefit from all the countries we operate in. The UK business is vital to helping us understand how we do things better. It’s a great opportunity to share at an even deeper level.


Home Instead is regarded as a disruptor – has this been instrumental in your growth? Martin Jones: The way homecare was traditionally delivered – typically 30 minutes, or quarter of an hour, short, sharp calls and very task driven – the client wasn’t part of the


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