Carebuilders at Home

The question every serious franchise investor asks before committing six figures to a business concept is not "does this industry sound good?" but rather "does this specific brand, with this specific operational model, have the structural advantages needed to generate returns that justify the risk and the capital?" In the non-medical home care space, that question has a particularly layered answer, because the industry is simultaneously one of the fastest-growing service sectors in the United States and one of the most fragmented — meaning brand selection matters enormously. CareBuilders at Home franchise was founded in 2011 by brothers David and Stephen Savitsky, who built the company as the dedicated non-medical home care division of ATC Healthcare Services, an industry-leading medical staffing company the same brothers have run for decades. Headquartered at 1983 Marcus Ave., North New Hyde Park, New York 11042, CareBuilders at Home was engineered from day one with a specific design advantage: the founders' institutional knowledge in healthcare staffing, dating back more than three decades, was embedded directly into the franchise infrastructure. David Savitsky serves as Founder and CEO, and the Savitsky family's continued hands-on leadership distinguishes CareBuilders at Home from many franchise brands that are owned by private equity with rotating management teams and shifting strategic priorities. The company serves seniors, individuals with disabilities, veterans, new mothers, and individuals recovering from illness or surgery — a client base that is not defined by a passing consumer trend but by demographic and medical reality. The non-medical home care market in the United States is projected to exceed $225 billion in total annual revenue by 2030, with compound annual growth rates estimated between 7% and 9% depending on the subsegment, making this one of the most structurally durable franchise categories in the entire service economy. This analysis is produced independently by franchise researchers and is not affiliated with, compensated by, or reviewed by CareBuilders at Home or any related entity.

The macroeconomic and demographic forces driving demand for non-medical home care services are not cyclical — they are structural, generational, and accelerating. The U.S. Census Bureau projects that by 2034, adults over the age of 65 will outnumber children under 18 for the first time in American history, and by 2060, the population of Americans aged 65 and older is expected to reach approximately 98 million, nearly double the 2019 figure of 54 million. The preference among seniors to age in place rather than transition to assisted living or nursing facilities is not merely a cultural preference — it is an economic one. The annual median cost of a private room in a U.S. nursing home exceeds $105,000, while non-medical home care services typically cost a fraction of that figure, making in-home care the default cost-effective choice for millions of families navigating eldercare decisions. The U.S. Bureau of Labor Statistics identifies home health and personal care aides as one of the fastest-growing occupational categories in the country, projecting job growth of approximately 22% through 2032, which is more than five times the average growth rate across all occupations and serves as an indirect indicator of service demand intensity. Veterans represent a particularly important client segment for CareBuilders at Home franchise because the Department of Veterans Affairs administers several benefit programs that fund non-medical home care services for qualifying veterans, creating a payer source that operates independently of out-of-pocket household budgets. The competitive landscape in non-medical home care is fragmented, with thousands of local and regional independent operators competing alongside national franchise systems, which means that franchisees backed by a corporate infrastructure with established operational protocols, caregiver recruitment pipelines, and compliance frameworks carry a meaningful structural advantage over independent operators entering the market cold. Secular tailwinds including population aging, hospital discharge acceleration driven by insurance cost pressures, and post-pandemic preference shifts toward home-based care settings all continue to expand the addressable market for CareBuilders at Home franchise investors.

Understanding the financial architecture of a CareBuilders at Home franchise investment requires examining the full capital commitment picture alongside the operational cost structure that will define ongoing economics. The company operates within the home care franchise investment range that industry observers generally characterize as accessible relative to brick-and-mortar franchise categories, largely because non-medical home care businesses do not require commercial real estate acquisition, restaurant-grade equipment, or manufacturing infrastructure. The parent company structure — with CareBuilders at Home operating under the ATC Healthcare Services umbrella — provides corporate-level resources that would be cost-prohibitive for a standalone franchise brand of comparable scale to replicate independently. One of the most significant features of the CareBuilders at Home franchise investment model is what the company characterizes as extensive back-office assistance for franchisees, which means the corporate team handles substantial administrative burden that would otherwise require franchisees to hire dedicated office staff and compliance personnel in-house. In the home care industry, franchise fees for comparable brands in the national non-medical home care space typically range from $40,000 to $65,000 for initial territory rights, with total initial investments generally falling between $70,000 and $200,000 depending on territory size, market density, staffing decisions, and working capital reserves — CareBuilders at Home positions itself within this landscape as a franchise opportunity with meaningful corporate infrastructure behind it. The SBA's 7(a) loan program is commonly used by home care franchise investors to finance working capital and startup costs, and service-based franchises with established operating histories and documented support structures generally receive favorable treatment in SBA underwriting processes. Veterans pursuing a CareBuilders at Home franchise opportunity should specifically inquire about any available incentive structures, as the company's explicit focus on serving veteran clients creates natural alignment between franchisee values and client demographics in markets with large veteran populations. The total cost of ownership for a home care franchise must also account for the ongoing royalty structure and the value received in return — specifically, whether the corporate back-office support offsets costs that franchisees would otherwise absorb independently.

The operational model of a CareBuilders at Home franchise is designed around a home-based or small commercial office setup, which eliminates the build-out costs, lease negotiations, and foot traffic dependencies that define brick-and-mortar franchise categories. The core daily operations involve caregiver recruitment, client intake and assessment, care plan coordination, scheduling, and ongoing quality assurance — functions that require organizational discipline, people management capability, and a genuine commitment to service quality rather than culinary or technical skill sets. One of the defining features of the CareBuilders at Home operating model is the emphasis on back-office support from the corporate team, which covers areas including payroll processing, billing, collections, HR compliance, and regulatory navigation — functions that in the home care industry carry significant administrative weight and legal exposure if mismanaged. This back-office structure is particularly meaningful because home care businesses must navigate complex state-by-state regulatory environments governing caregiver hiring, background check requirements, insurance mandates, and in some states, licensing thresholds that vary based on the level of care provided. Training for new franchisees follows the model established by the Savitsky brothers' decades of healthcare staffing experience, with the expectation that franchisees receive both structured onboarding at the corporate level and ongoing operational support as their territories mature. The CareBuilders at Home franchise opportunity is available to both owner-operators who intend to be actively involved in daily management and to investors who hire an experienced administrator or director of operations to run day-to-day activities — a flexibility that broadens the eligible investor profile beyond hands-on operators. Territory structure in home care franchising is typically defined by geography such as county lines or ZIP code clusters, with exclusive or protected territory rights that prevent the franchisor from placing a competing unit within the franchisee's defined market area, a critical due diligence item for any prospective investor in this category. Multi-unit development is a natural progression for successful CareBuilders at Home franchise operators because the model scales through caregiver staff and client volume rather than through physical locations, allowing experienced operators to expand into adjacent territories without dramatically increasing fixed overhead.

Item 19 financial performance data is not disclosed in the current Franchise Disclosure Document for CareBuilders at Home franchise. This is a disclosure reality that prospective investors should understand clearly and contextualize appropriately, because the absence of Item 19 disclosure does not indicate poor performance — it reflects a franchisor's legal election not to make representations about unit-level financials in the FDD, which is a choice many home care franchisors make given the wide variability in performance across different territory sizes, payer mixes, and operator engagement levels. What industry data does reveal is that non-medical home care businesses operating at mature scale in mid-sized to large markets generate annual revenues commonly ranging from $500,000 to several million dollars depending on the hours of care delivered per week and the billable hourly rate in the local market, which varies significantly from state to state based on competitive wage rates and Medicaid reimbursement schedules. Private-pay home care, which is a significant segment of the CareBuilders at Home client base, commands hourly rates that in metropolitan markets frequently exceed $25 to $35 per hour, with revenue per client scaling based on the hours of weekly service and duration of the care relationship. Veterans Affairs benefit programs provide a non-private-pay revenue channel that serves as a meaningful diversification of payer mix for CareBuilders at Home franchise operators in markets with substantial veteran populations, potentially reducing the revenue concentration risk associated with relying solely on private-pay clients. The ATC Healthcare Services parent company structure provides an institutional credibility signal to large referral sources including hospitals, discharge planners, rehabilitation centers, and VA facilities — relationships that are among the most valuable assets a home care franchisee can develop and that the corporate brand affiliation can accelerate. Benchmarking against broader non-medical home care industry data, the Home Care Association of America reports that the average hourly rate for non-medical home care services in the United States was approximately $27 per hour as of recent surveys, and agencies operating with consistent caregiver staffing and strong referral networks are capable of achieving operating margins that make the investment thesis compelling for disciplined operators.

The growth trajectory of CareBuilders at Home as a franchise system reflects the broader expansion of the non-medical home care industry, which has experienced sustained unit growth across the major national franchise systems operating in this space. Founded in 2011, the company operates with the structural advantage of being the non-medical home care arm of ATC Healthcare Services, a company whose founders have been operating in healthcare staffing since the 1980s — meaning the corporate infrastructure supporting CareBuilders at Home franchise operators was not built from scratch in 2011 but rather adapted from a mature, existing healthcare services platform. The Savitsky brothers' longevity in healthcare staffing creates a competitive moat that is difficult for new entrants to replicate quickly, because institutional knowledge in caregiver recruitment, compliance navigation, and referral relationship development accumulates over decades rather than years. In a fragmented industry where independent operators frequently struggle with back-office complexity, caregiver retention, and regulatory compliance, a franchise system with corporate-level expertise in precisely those areas creates a meaningful operational advantage for franchisees who leverage it effectively. The post-pandemic acceleration in demand for home-based care has reinforced the long-term investment thesis for home care franchise operators, as hospital systems have prioritized earlier discharge protocols, family caregivers have sought professional support, and awareness of home care as an alternative to facility-based care has expanded substantially among middle-income American families managing eldercare decisions. Corporate-level investments in technology platforms for scheduling, caregiver matching, and client communication represent an ongoing area of development for home care franchise systems broadly, and franchisees benefit from corporate R&D in these areas without bearing individual development costs. The alignment between CareBuilders at Home's service focus on veterans, new mothers, and post-surgical patients — in addition to the senior care core — provides franchisees with multiple client acquisition channels that extend the addressable market beyond elderly care alone and reduce the seasonal variability that affects some service franchise categories.

The ideal CareBuilders at Home franchise candidate is someone who brings leadership experience in a service-oriented environment, genuine commitment to caregiver and client relationships, and the organizational discipline to manage a workforce-intensive business where staffing consistency is the single largest determinant of client satisfaction and revenue retention. Prior experience in healthcare, social work, human resources, or business management is commonly cited by home care franchisors as a predictor of operator success, though the comprehensive back-office support structure that CareBuilders at Home provides means that technical healthcare expertise is not a prerequisite for franchise ownership. The company's explicit focus on serving veterans creates a natural affinity for military veterans pursuing business ownership, who bring mission-oriented leadership skills and an instinctive understanding of the client population that can be a differentiator in referral relationships with VA facilities and military community organizations. Geographic territory selection is a critical due diligence step, and markets with high concentrations of adults aged 65 and older, significant veteran populations, and strong median household incomes that support private-pay hourly rates represent the highest-potential territories for new CareBuilders at Home franchise operators. Available territories span multiple U.S. regions, and prospective franchisees should evaluate not only population demographics but also the existing referral network landscape — including the density of hospitals, rehabilitation facilities, and physician practices that represent the primary referral sources for new home care clients. The franchise agreement term structure, renewal rights, and transfer considerations are standard disclosure items covered in the Franchise Disclosure Document and should be reviewed with a qualified franchise attorney prior to any financial commitment.

CareBuilders at Home franchise represents a franchise opportunity that warrants serious due diligence from investors drawn to the convergence of demographic inevitability and operational infrastructure depth. The combination of a founding team with decades of pre-existing healthcare staffing expertise, a corporate back-office model that reduces franchisee administrative burden, a client base driven by structural demographic trends rather than discretionary consumer spending, and a parent company relationship with ATC Healthcare Services creates a layered investment thesis that distinguishes CareBuilders at Home from standalone home care startups and from franchise systems built without deep institutional expertise in the healthcare services space. The non-medical home care industry's projected trajectory toward $225 billion in annual U.S. revenue by 2030, combined with the fragmented competitive landscape that rewards well-supported franchise operators over independent operators, creates the market conditions in which a franchise system with genuine operational depth can help franchisees build durable, scalable businesses. That said, every franchise investment decision should be grounded in rigorous independent analysis rather than brand marketing materials, and the financial performance variability across home care operators makes market-level due diligence and validated territory analysis essential. PeerSense provides exclusive due diligence data including SBA lending history, FPI score, location maps with Google ratings, FDD financial data, and side-by-side comparison tools that allow investors to evaluate CareBuilders at Home franchise against competing home care franchise systems using standardized, independently verified data. Explore the complete CareBuilders at Home franchise profile on PeerSense to access the full suite of independent franchise intelligence data.