Home Instead G
iven our ageing population, and the rise in home care’s popularity, Home Instead offers
a fantastic route for anyone keen to buy a franchise. And the journey doesn’t have to stop there. Several Home Instead owners have gone on to make a huge success out of owning multiple territories. Mike Jefferies, owner of four Home Instead franchise offi ces, shares his experiences.
What has been your experience with Home Instead so far? My wife Clare opened Home Instead Wimbledon & Kingston in 2010. I saw Clare get a successful franchise up and running, doing something she loved, caring for others and was keen to become part of it, joining the business in 2015. Having seen what it takes to run a successful Home Instead franchise, I thought it was time I’d go about the journey myself! I took ownership of Home Instead
Richmond in 2017, before buying the Epsom resale territory four years later, and this year buying the Sutton resale territory. They’re all neighbouring territories, so it was a very natural expansion. I’m proud to have built a signifi cant franchise business portfolio, but have successfully maintained the community feel of each franchise by keeping a local offi ce and team for each of them.
What are the benefi ts of owning multiple franchises? Over the past 13 years we have gone from breaking even to a multi-million pound revenue, and employing 350 people, so it’s fair to say that franchising with Home Instead gives you scope to grow! You can centralise systems to make
them more effi cient. We have a fi nance manager who works across all four franchise offi ces. Our live-in care
service, an expansion of the care we offer, is offered across the whole group, allowing us to use one single team to reap the benefi ts it provides for four franchise offi ces. We have the chance to share best
practice. If something works well, e.g. an approach to care professional training, we can replicate it across our other franchise offi ces and capitalise on its collective benefi ts.
How has your role changed as you have expanded? I’m a hands-on business owner, and that worked well when I was running one franchise. But going into multi-unit ownership, it’s much more diffi cult! I had to take a step back when it comes to tasks such as supporting with client needs, but I’m fortunate enough to have a hard-working team that looks after that. Now, my role sees me making strategic decisions for the whole group, not just individual franchises.
What are your plans for the future? If the opportunity comes up to buy more of our neighbouring territories, we’ll
“Over 13 years we’ve gone from breaking even to multi-million-pound revenue … fra nchising gives you scope to grow!”
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certainly consider it. But it will always be our priority to keep our offi ces ‘local’. We want care professionals and clients to feel that they can pick up the phone and speak to a team that they’ve got to know well. Throughout my experience with Home
Instead, I have worked with national offi ce and other multi-unit franchise offi ces, sharing advice and supporting each other. We have developed a proven model for multi-unit franchise ownership, making it an increasingly fruitful business venture for more people.
homeinstead.co.uk/franchise
Mike Jefferies
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