Introduction

Mitch’s journey into the home care industry wasn’t a traditional one—it started unexpectedly when he stepped in to help his mother-in-law with her tutoring business while she hiked the Appalachian Trail. What began as a temporary role quickly turned into a purpose-driven mission as Mitch discovered a gap in caregiving support that needed to be filled. With his background in financial planning and a keen ability to identify opportunities, Mitch worked with the state to design a program that ensured clients received the care they needed. This led to one of the first state-awarded contracts for in-home care and the beginning of a thriving agency built on relationships, integrity, and innovation. 

Mitch’s leadership and commitment to the home care industry have been recognized on a national scale. As a participant in Home Care 100, he’s had the opportunity to engage with some of the most influential leaders in the field, exchanging ideas and shaping the future of the industry. His focus on culture, empowering employees, and leveraging technology has driven his agency’s growth and set a standard for excellence. 

In this interview, Mitch shares invaluable insights and strategies, from mentoring the next generation of leaders to the lessons he’s learned through the Mastermind group and beyond. Whether you’re navigating challenges or scaling your business, Mitch’s story will inspire and guide you toward success. 

Q: Mitch, thank you for joining me. Let’s start with your background. How did you get into the home care space? 
A: My entry into home care wasn’t planned. I was working at a financial planning firm when my mother-in-law, Ruth, asked me to take over her tutoring business while she and her husband hiked the Appalachian Trail. She worked with individuals with disabilities, focusing on life skills tutoring. 

While running the business, I noticed many clients weren’t prepared for tutoring because they lacked basic caregiving support—getting out of bed, having meals, being ready to engage. The state was funding individuals for home care, but the funds were often mismanaged or used ineffectively. I realized there was a gap in the system that needed to be filled. 

I worked with the state to design a program where intermediaries like us would manage care, ensuring that clients received the services they needed. This led to one of the first state-awarded contracts for in-home care. From there, I built relationships with social workers and agencies, creating a referral pipeline that fueled steady growth. It was an unintentional journey but one filled with purpose and opportunities to make a difference. 

Q: Starting a business is never easy. What were some of the biggest challenges you faced early on? 
A: Two main challenges stand out: 

1. Finding Quality Caregivers: Even back then, recruitment was a challenge. While there were fewer agencies competing for caregivers, attracting and retaining high-quality staff required a lot of effort. We focused on building a reputation for treating caregivers well, which helped us stand out. However, I quickly learned that recruitment isn’t a one-time effort—it’s a continuous process that requires constant attention and innovation. 

2. Aligning with Partners: My mother-in-law, as much as I admired her, didn’t share my vision for growth. She discouraged staff from taking on new clients, believing that it would overextend the business. This misalignment taught me the importance of partnering with people who share your goals and are committed to the same level of ambition and purpose. 

Both challenges are still relevant today. Recruitment remains one of the most significant hurdles in home care, and ensuring alignment with your team and partners is critical for long-term success. These lessons have shaped how I approach both areas in my business today. 

Q: What habits or routines contributed to your success? 
A: Two habits were particularly impactful: 

1. Early Hustle: Success required putting in long hours in the beginning, often working weekends and evenings. There’s no substitute for hard work when you’re trying to establish a business. At the same time, I realized the importance of balance. I incorporated transcendental meditation into my daily routine, which helped me manage stress and stay focused. It’s been a lifelong practice that continues to ground me. 

2. Owner-Driven Sales: Until your business reaches a certain scale—I’d say about $5 million in revenue—it’s essential to stay directly involved in sales. Nobody can sell your business better than you because you understand its value and mission intimately. I prioritized building community connections, attending events, and personally engaging with referral sources. Even now, I stay involved with key accounts because those relationships are the foundation of long-term success. 

Q: What advice would you give to business owners feeling overwhelmed or stuck? 
A: 

1. Don’t Let Fear Control You: Fear often leads to paralysis. It’s easy to get caught up worrying about potential problems that may never happen. Instead, assess the risks, develop a plan, and take action. Most fears lose their power once you take the first step. 

2. Reinvest Wisely: In the early stages of your business, live modestly and reinvest profits back into the company. Many owners make the mistake of drawing excessive profits too soon, leaving their business underfunded during critical growth periods. Reinvesting ensures you’re prepared for challenges and ready to seize opportunities. 

3. Focus on Culture: A strong, positive culture is one of the best investments you can make. It improves employee retention, boosts productivity, and enhances client satisfaction. I always tell my team to “do the right thing.” Empowering employees to make decisions based on our values creates trust and accountability, which benefits everyone. 

Q: Lobbying isn’t something most agency owners think about. How has it helped your business? 
A: Lobbying at the state level has been transformative for our business and the industry. It allowed me to advocate for policies that benefit both agencies and clients. Here’s how I approached it: 

1. Be Present: I made a point to attend fundraisers, legislative events, and community meetings—not necessarily to talk business, but to build relationships with decision-makers. Showing up consistently makes you memorable and credible. 

2. Localize Your Message: Instead of relying on abstract statistics, I used real-life examples to illustrate how policies impact constituents in their districts. For example, I’d share stories about how improved funding helped clients maintain independence or how specific regulations affected caregivers. 

Advocacy is often overlooked, but it’s an area where agency owners can make a real difference. 

Q: You’ve mentioned the importance of empowering employees. What’s the most valuable lesson you share with your team? 
A: My guiding principle for employees is, “Do the right thing.” This simple philosophy empowers them to act with confidence, knowing their decisions will be supported as long as they align with our core values and the client’s best interest. It’s about creating a culture where people feel trusted to use their judgment without fear of backlash. 

I often share the story of Tylenol’s response to the poisoning crisis in the 1980s. They didn’t wait to assign blame or deflect responsibility. Instead, they acted swiftly, pulling every bottle off shelves nationwide and developing tamper-proof packaging. Their integrity and decisive action rebuilt public trust and set a standard for crisis management. 

In contrast, you have Exxon’s mishandling of the Valdez oil spill. They delayed action, denied responsibility, and avoided accountability. That lack of integrity caused long-term damage to their reputation, a lesson I use to highlight the importance of transparency and taking ownership. 

I also encourage my team to think beyond immediate tasks and consider the bigger picture—how their decisions impact the client, the caregiver, and the company as a whole. Empowering people to make decisions based on values, not just policies, fosters trust, accountability, and a stronger sense of purpose within the organization. It’s something I emphasize constantly because it’s not just good for the team; it’s good for the business and the clients we serve. 

Q: Partnerships can be tricky. What lessons have you learned? 
A: Partnerships were one of my biggest challenges early on. Here’s what I’ve learned: 

1. Avoid Equal Partnerships: Equal partnerships (50/50) often lead to deadlocks. Instead, structure partnerships with a 51/49 split or another clear delineation of decision-making authority. 

2. Set Clear Expectations: Define roles, responsibilities, and exit strategies in legal agreements. Ambiguity can lead to misunderstandings and conflict. 

3. Seek Mediation: If conflicts arise, bring in a neutral third party, such as a corporate psychologist or mediator, to facilitate productive discussions and resolution. 

Q: What strategies have driven growth for your agency? 

A: 

1. Hiring Young Talent: One of the best decisions I’ve made is bringing in younger team members who bring fresh energy and new ideas to the table. For example, my director of operations is just 25 years old, and his enthusiasm and willingness to challenge the status quo have been contagious. Younger employees tend to approach problems differently, often with a more innovative mindset, and they’re quick to adopt new technologies or processes that improve efficiency. Their energy not only drives the business forward but also inspires the rest of the team to think creatively and push boundaries. 

2. Performance-Based Bonuses: I’ve found that aligning compensation with performance creates a culture of accountability and motivation. We’ve tied substantial bonuses to revenue goals, ensuring the team is rewarded for hitting key targets. For instance, our sales team has the opportunity to earn six-figure bonuses when we meet or exceed specific revenue milestones. This isn’t just about money; it’s about creating a sense of ownership. When the team sees a direct connection between their efforts and the company’s success—and their own rewards—it fosters a level of engagement and commitment that drives results. 

3. Leveraging Technology: Technology has been a game-changer for us. We’ve invested in tools that streamline processes and reduce administrative burdens, like real-time documentation software that improves communication and minimizes errors. Scheduling tools have also been critical in helping us efficiently match caregivers with clients, ensuring that shifts are filled without unnecessary stress on the team. These systems don’t just save time; they reduce burnout by allowing our team to focus on more meaningful work. When technology is implemented effectively, it’s not just a tool—it becomes a foundation for growth and sustainability. 

Q: What role has the Mastermind group played in your success? 
A: The Mastermind group has been invaluable. It’s a space where agency owners openly share strategies, challenges, and best practices. For example, we discussed caregiver retention strategies in one session, and I implemented a mentorship program for new hires based on those insights, which significantly improved our 90-day retention rates. 

I’ve also made it a point to have my CEO participate in both homogeneous Mastermind groups (focused solely on home care) and heterogeneous groups (with leaders from other industries). The home care-specific groups provide targeted insights for navigating industry challenges, while the diverse groups expose us to fresh perspectives and strategies that inspire innovation. 

Q: What’s one thing you’re doing now to set your agency up for future success? 
A: One of the most important things I’m doing is mentoring the next generation of leaders. My leadership team is younger, and they bring fresh perspectives and an eagerness to learn. I make it a priority to hold weekly mentorship sessions where we talk about challenges, strategy, and leadership principles. These sessions are about more than just business—they’re about helping them build the confidence and critical thinking skills they’ll need to lead effectively. I want them to feel empowered to make decisions, solve problems, and take ownership of their roles. 

We’re also intentional about creating opportunities for growth within the company. When team members see a clear path to advancement, it keeps them motivated and engaged. Whether it’s through performance-based bonuses or new responsibilities, we make sure they know their efforts are recognized and rewarded. 

Additionally, we’re investing heavily in technology to ensure the company is positioned to grow sustainably. Tools that streamline operations, reduce administrative burdens, and enhance caregiver and client satisfaction are essential for the future. My goal is to build a company that isn’t dependent on me. By equipping the team with the tools and training they need to succeed, we’re creating a foundation for long-term success. 

Q: Finally, what legacy do you hope to leave in the home care industry? 
A: I want to be remembered for building a company rooted in integrity, innovation, and impact. Integrity has always been at the core of what we do—whether it’s empowering employees to “do the right thing” or ensuring clients and families feel they can trust us. Innovation is about continuously looking for ways to improve, whether through technology, processes, or how we care for people. And impact means making a difference—not just for our clients but for caregivers, our community, and the industry as a whole. 

The Mastermind group has been a big part of shaping my vision for this legacy. Learning from other agency owners and sharing ideas has challenged me to think bigger and approach growth in a collaborative way. I’ve seen firsthand how sharing knowledge and best practices elevates not just individual businesses but the entire industry. 

Ultimately, I hope our approach to culture and caregiving inspires other agencies to prioritize their people—both employees and clients—and focus on creating meaningful, lasting change. It’s about more than just running a successful business; it’s about leaving the industry better than we found it. That’s the legacy I’m proud to work toward every day.