America's 73 million+ baby boomers are aging into high-utilization years just as payers push every reimbursable service out of facilities and into the home. The U.S. home-health services market is already a $101B industry—projected to reach $176B by 2032.

Yet most of the 11,000+ Medicare-certified agencies still run on 20-year-old EMRs, siloed fax workflows, and paper OASIS packets. Administrative overhead consumes 25–30% of revenue before a clinician even steps into the home.

This creates two opportunities: acquire and modernize profitable agencies at 4–6× earnings, and commercialize our proven operational systems as a SaaS platform for the thousands of agencies we don't acquire.

We structure and allocate capital at the holding company level to create attractive social and economic returns for all stakeholders. Our unique ownership model creates a confluence of interests that aligns with our purpose in healthcare.

Through our Employee Stock Ownership Plan (ESOP) structure, we transition acquired agencies to employee ownership over 3-5 years. This creates a powerful alignment: as caregivers become owners, their commitment to patient outcomes and operational excellence deepens. The result is better care quality, higher retention rates, and sustainable competitive advantages.

Our capital allocation strategy targets agencies with $1-5M EBITDA at 4-6× multiples, then deploys proven operational expertise and technology to drive margin expansion. The combination of operational improvements and employee ownership creates a virtuous cycle where better care delivery drives better financial performance, which in turn enables more investment in people and technology.

This model delivers triple-bottom-line returns: financial returns for investors, meaningful ownership for healthcare workers, and improved outcomes for patients and communities. By aligning all stakeholder interests around quality care delivery, we're building a healthcare system that works better for everyone.