Top Home Care Franchise Opportunities in 2025

Buying a home‑care franchise can be attractive: demand for non‑medical and senior‑care services is growing as populations age, and many systems tout mission‑driven cultures that “do well by doing good.” Yet the financial performance of home‑care franchises varies widely. The Franchise Disclosure Document (FDD) for each brand includes an “Item 19” financial performance representation—essentially a look at how existing franchisees have performed. Below is a narrative summary of several notable brands, but remember that results are historical and depend heavily on operator skill, market and business model; always consult the actual FDD for full details.

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Nurse Next Door: a slow start but strong potential

Nurse Next Door segments its Item 19 data by how long a territory has been open. Territories in their first year averaged gross sales of about $228 k and only 30 % of operators beat that benchmark, with some reporting zero revenue. By the third year of operation the picture changes: in the 25‑to‑36‑month group the three reporting territories averaged $1.25 million, and two of the three exceeded the average. This suggests the model can ramp up substantially over time, but early cash flow may be limited.

Comfort Keepers: a mature system with big differences

Comfort Keepers (CK Franchising) operates hundreds of units, and its Item 19 shows that longevity matters. Franchisees open for seven years or more reported average net revenue of $1.36 million, but the range was striking—from $974 to a huge $19.2 million. Newer franchisees were all over the map: units in business just 13–24 months averaged $385 k, while a couple of 25–36‑month units averaged only $52 k. Comfort Keepers also divides franchisees into quartiles; top‑quartile owners averaged $8.5 million in net revenue, whereas bottom‑quartile owners averaged $685 k. The system clearly has the potential for large operations, but performance varies widely.

CareBuilders at Home: high revenue and solid margins

CareBuilders at Home includes only 19 reporting outlets in its Item 19, but the numbers are impressive: average annual revenue was $1.85 million, median $1.44 million, and the highest performer topped $3.96 million. Equally notable is the gross‑margin figure—roughly 34 % median—suggesting operators might have more room to cover overhead and profit. However, the small sample size makes it difficult to predict how a new franchise will fare.

Qualicare: small network, steady growth

Qualicare’s Item 19 looks at results for only 8–11 franchisees per year. In FY 2024 the average net revenue was about $590 k, with median revenue only $225 k and the top performer hitting $2.69 million. FY 2023 averaged $477 k and FY 2022 averaged $649 k, suggesting revenues can fluctuate widely. Because the network is small and relatively young, new franchisees would need to scrutinise local demand carefully.

Seniors Helping Seniors: revenue ranges and work styles

Seniors Helping Seniors provides extensive data but breaks it into several cuts. In 2024 the highest‑earning franchisee brought in $4.21 million and the lowest reported just $29,800; only 32 % of operators beat the system‑wide average. When first‑ and second‑year franchises were removed, 62 mature operators still ranged from $31,999 to $4.21 million, with 37 % exceeding the average. The brand also divides operators by work hours: full‑time franchisees in 2024 ranged from $46,836 to $4.21 million (31 % exceeded the average), whereas part‑time operators ranged from $29,800 to $432,139, with just four of 13 outperforming the average. These figures underscore how operator commitment can influence results.

What this means for prospective buyers

The FDD data shows that home‑care franchising is not a guaranteed path to riches. Gross sales and net revenue vary dramatically across systems and even within the same system. Several lessons emerge:

• Time in business matters. Many brands show low first‑year revenues, with significant growth only after two or more years.
  
  
• Operator scale and commitment drive outcomes. Larger multi‑territory operations and full‑time owners typically earn more than small, part‑time ventures.
  
  
• Expect a wide performance range. High earners can generate millions, but some franchisees report very low revenues or even zero sales.
  
  
• Gross revenue isn’t profit. Item 19 figures usually exclude expenses and royalties. Gross‑margin data (e.g., CareBuilders at Home’s 34 % median margin) provide clues but not a full financial picture.
  
  

Before investing, read the full FDD, speak with existing franchisees, and consult professional advisers. The numbers above illustrate potential, but your results will depend on your market, management and marketing—not just the brand name.

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So you’re shopping for a home‑care franchise… let’s look at the nitty gritty 

Item 19 of every Franchise Disclosure Document (FDD) is the place where franchisors show how existing locations have performed. It isn’t a business plan or a guarantee—just historical snapshots—but it offers invaluable clues about revenue potential, growth pace and risk.

Below you’ll find two comparison tables built from the latest FDDs (2024 or 2025 editions, as noted). Read the short “how‑to” note before each table, scan the numbers, then check the discussion that follows. Whenever you see a number you like (or one that scares you), go back to the referenced FDD for the brand’s definitions, footnotes and caveats.

Table 1 – Mature‑unit averages

How to read it: We picked the oldest cohort each brand discloses (e.g., territories open ≥5 years). That’s the closest many Item 19s get to “steady‑state” performance. Columns show average annual gross revenue/billings, the median, and what share of operators beat the average.

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What stands out?

• Revenue potential diverges sharply: mature non‑medical brands cluster around $1.3–$2 million, but a clinical model like Interim and a highly scaled HomeWell multi‑territory can report far higher top‑line numbers.
  
  
• Even within a brand, only 20–36 % of franchisees beat the average—reminding us that averages are pulled up by a few outliers.
  
  
• Median often lags far behind the average (Comfort Keepers’ $929 k vs. $1.36 M), a red flag for over‑optimistic pro‑formas.
  
  

Table 2 – Early Stage Snapshot 

How to read this table

• Cohort – exactly what the franchisor labels it (Year 1, 12–24 mos, etc.).
  
  
• Avg / Median – gross revenue (or net billings) before expenses.
  
  

% ≥ avg – what share of units beat the average (blank when the FDD doesn’t disclose it).

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*A Place At Home’s FDD groups outlets into 12 +, 24 +, 36 +, 48 + months; “12 – 24” row reflects its first (youngest) tier.

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Why these numbers matter

1. The ramp curve.
Nurse Next Door illustrates a steep climb—from roughly $230 k in Year 1 to $650 k in Year 2, and into seven figures by Year 3 in its later cohort. Plan cash-flow reserves accordingly.

2. Median vs. average.
Look at FirstLight: average $1.12 M yet median $690 k—the “typical” young territory is far below the mean because a handful of early stars pull the average up. Medians help set realistic expectations.

3. Early-stage volatility.
Homewatch CareGivers’ 1-to-2-year units averaged only $118 k. A brand may boast million-dollar mature units, but your first two years could be lean.

4. Percent beating the average.
Senior Helpers discloses that 46 % of 24-to-35-month franchises exceeded the cohort average; FirstLight reports just 22 % for its youngest tier. That difference hints at how wide outcomes can be.

Bottom line: These early-cohort figures reveal the pace and spread of real franchise performance. Use them to stress-test your pro-forma, talk to recent franchisees, and decide whether the ramp—and risk—fit your goals and capital. Always rely on the full FDD for definitions, exclusions and footnotes behind each number.

Putting the numbers in context

1. Gross ≠ profit. Item 19 is top‑line only. Payroll, workers’‑comp, marketing and back‑office costs are huge in home care. Margin examples (e.g., CareBuilders’ 34 % median gross margin) still omit royalties, so build your P&L bottom‑up.
   
   
2. Ramp time is real. Many owners run 18–24 months of break‑even or worse before hitting scale. Factor caregiver recruitment, referral pipelines and payor credentialing into your timeline.
   
   
3. Distribution matters more than the average. Averages are pulled by a handful of star operators; medians and “% ≥ avg” columns tell you how many franchisees actually hit those numbers.
   
   
4. Match model to strengths.
   
   
   
   • Personal‑care giants (Right at Home, Comfort Keepers) favour relentless recruiting and scheduling efficiency.
     
     
   • Clinical / skilled‑care hybrids (Interim) can yield bigger dollars but carry regulatory complexity.
     
     
   • Placement / referral models (CarePatrol, not shown here) trade volume for very low overhead.
     
     
5. Local market rules. Payor mix, state reimbursement, hospital partnerships and labor laws create wild swings even within the same brand.
   
   

Next steps for would‑be buyers

• Read the whole FDD. Tables rarely tell the full story; footnotes explain exclusions, outliers and definition quirks.
  
  
• Interview across the curve. Talk to top‑quartile, middle‑of‑the‑pack and struggling franchisees to understand what drives each outcome.
  
  
• Build a “conservative ramp.” Use Year‑1 averages from Table 2, apply local wage rates and overhead, then layer in growth assumptions drawn from mature averages in Table 1.
  
  

Numbers can inspire—or intimidate—but they’re simply signposts. The true potential of any home‑care franchise lies in local market demand and your ability to recruit caregivers, nurture referral sources and manage quality. Use Item 19 as a compass, not a map, and you’ll start your due‑diligence journey on solid ground, or get expert guidance through Franchise Clues to simplify the process.