Ep:29: Top 5 Things on the Mind of a $9M+ Home Care Owner

Miriam Allred (00:08):

Welcome to Vision | The Care Leaders’ Podcast. This is Miriam Allred, the host from Home Care Pulse. Today on the show I’ve got Kevin Smith, CEO of Best of Care out of the greater Boston area. Kevin, welcome to the show.

Kevin Smith (00:23):

Thanks, Miriam pleasure to be here.

New Speaker (00:25):

Really excited for the conversation today. We’ve got a lot to discuss, so we’re just going to jump right in the topic for today. We’re going to talk about the top five things on your mind. There is a lot going on right now and there’s a lot of competing priorities but really you’re a large agency and been in the business for a number of years. And I just want to talk about what’s what’s top of mind. So if you’re ready, let’s do it.

Kevin Smith (00:49):

Let’s do it.

Miriam Allred (00:52):

First thing, COVID-19 vaccine, this could be an entire episode on its own, but it’s top of mind. So tell me about, you know, what is your messaging looking like right now to both your clients and your employees?

Kevin Smith (01:06):

So obviously the vaccine has been top of mind, like you said, for a while now and in Massachusetts the home care industry has been really, really pushing hard to get A) clarity B) information and see specific timelines by which our aides are going to be able to get this vaccine. And so ahead of that one thing that we started with was just sending out a basic survey monkey survey to our team. And one question, one question only, are you planning to get the vaccine and employees could choose either? Yes, no. Or I don’t know. And if they selected, I don’t know, they’d be met with a prompt for a response. I’ve got just about half of all company employees who have responded so far and of those responses, 64% of all staff who have replied have said, yes, they’re going to get the vaccine, which is encouraging because a lot of what we’re reading as it pertains to this industry is sort of shedding light on an overwhelming number of people who are skeptical, skeptical, excuse me, of the vaccine, or saying that they’re hesitant or just straight up are not going to get it.

Kevin Smith (02:27):

So we were encouraged by that response. And so what we’ve done after that is start just pushing out educational materials. And we’re trying to do it in a way that is totally inclusive and reflective of the people who make up our staff and making sure that the resources are in the appropriate languages that reflective of people’s cultural backgrounds and nationalities. So we like to think that as of this moment, we are really doing everything we can to encourage people to get the vaccine. And even if they’re not, or don’t want it to at least read the materials that we’re sending to, you know, stay educated and stay ahead of it rather than rely on friends, Facebook, or any really, you know, sort of non trusted network of information. So we’re pushing hard. And I think fingers crossed. I think our first employees are actually getting vaccinated today. I’ve got my phone on silent, so I’m not going to look right now, but I know that HR and our clinical team was working on lining up some vaccinations for our first groups of aides as soon as today. So more to come on that, but I am encouraged.

Miriam Allred (03:34):

Yeah. Exciting stuff. Any, you know, you sent a survey to employees, any direct communication to your clients or any way to gauge how many of your clients are anticipating getting it?

Kevin Smith (03:46):

So the moment that the vaccine was announced, we started getting emails and calls from clients, asking, are your aides going to be mandated to get this vaccine? The answer was no, not going to mandate them. We cannot do that. Workforce is too fragile right now to start you know, mandating people to do things and risking losing them. But the other question is, you know, when are they going to get it? So yes, it’s, it’s definitely on the minds of clients as well. It’s, it’s a little bit tricky because as we know, state by state things change and are different, but here in Massachusetts it’s not available just yet for our older populations. Phase one started with clinical healthcare workers and clinical professionals, and it’s now just making its way down the chain to home care professionals. So I do believe that the majority of our clients do want it and we’ll get it, but that’s just anecdotal. I can’t, I don’t have any data to back that.

Miriam Allred (04:51):

Yeah, no, that’s just fine. What, this is vague kind of open-ended what, what keeps you up at night in regard to the vaccine what’s kind of your number one stress around it?

Kevin Smith (05:04):

Well, I think that does stress me a little bit, as much as I’m encouraged by it. And as I am excited for it, the thing that the stress me is that time spent between doses, you know,

Kevin Smith (05:17):

When viewed through the lens of a home care agency or a home care professional like me, you know, one day is a lifetime in this company. So, you know, hoping that the aides are going to follow up and be directed and be coordinated and guided appropriately to get dose to a couple of weeks after they get dose one is going to be an effort. And that’s something that we’ve already talked about when planning is, you know, making sure we know exactly when they’re, when these aides get their first dose, we can follow up with them 24 to 48 hours ahead of their scheduled dose to, to make sure that they get it because there’s still so many unknowns about what happens if you do not get that second dose by a certain period of time. So definitely concerned about that. We definitely want to make sure that there’s enough follow through and support from us on behalf of our aides to make sure that they get it. And then the thing that, the other thing that keeps me up is, you know, for the people who don’t want to get it, you know, still making sure that they’ve got PPE, still making sure that they’re doing everything they need to do safely within their role so that if they are not going to get the vaccine, that we’re still being super careful and still remembering that you can still get COVID right now. So as happy, excited, encouraged as we are, you know, we’re trying to be cautiously optimistic about this process.

Miriam Allred (06:39):

Yeah. Great response. Are you going to be tracking that internally, all your staff that are getting it, you know, their first dose second dose?

Kevin Smith (06:49):

Absolutely. Yes, we will. Because like I said, a moment ago, we, we absolutely want to make sure we know the date that they got it so that we can you know, make sure that we’re there as, you know, the, the next layer of defense behind their own personal and professional responsibility to follow up and get those two. We can be there to remind them if need be. And you know, it’s also important that we track, we track those dates as well for our own records, so that clients have peace of mind knowing that if we’re going to assign an aid to a new case or a new client, and they ask those questions, we can very quickly confirm that yes, this aide did get both doses of his or her vaccine.

Miriam Allred (07:29):

Yeah. Good to hear that. Well, we might need to follow up here in a few weeks as things really roll out in our industry and see what happens, but yeah, great responses and good information there. Let’s move forward and talk about your HR department and your administrative infrastructure. You all have experienced a lot of growth in the last 10 years you’ve been with best of care since 2007. But obviously growth and admin growth is top of mind for you. So let’s talk about your HR department. How big are you guys right now and what, you know, what seats need to be filled or what, what does that growth look like over the next couple of months?

Kevin Smith (08:07):

Sure. So you know, like most businesses right now, COVID sort of exposed a lot of, I don’t want to say weaknesses, but almost opportunities for us to try to reconfigure the way that our HR team viewed things. And so at the moment we have a VP of HR who heads up the entire department and has a company-wide view of the landscape with respect to all the personnel that we hire across all departments, all jobs, all roles with a particular focus right now on hiring home care aides everywhere across the state, as many as possible. And that person has an assistant who takes direction immediately from them. And underneath that assistant, we’ve got some people in our office locations across the state who perform some minor HR roles in terms of, you know, interviewing processing applications, helping to push people through that hiring process under the direction of our department head.

Kevin Smith (09:16):

So it’s becoming more and more organized as we speak, you know, in the, in the coming months we’re definitely going to need another full-time person in this department. As you mentioned, our growth trajectory has us expanding CA across new geography in the state of Massachusetts. And it’s sort of time that we have two full-time people looking out to make sure that we have enough of a focus to meet all of our hiring needs everywhere and more importantly, to prioritize our hiring needs so that we’re meeting the most in demand areas efficiently, which is a relative term right now.

Miriam Allred (10:02):

Let’s talk about measurables. I don’t know if they’ve changed pre or in COVID, but what are some of the, the top in that department?

Kevin Smith (10:12):

So the measurables for us are, you know, sort of, to be expected, new hires, number of terminations reasons or explanations or details of surrounding termination, whether it’s a resignation, whether it’s a termination for some reason whether somebody came and only lasted for X period of time, why did that happen? Really we are trying to, you know, sort of fine tooth comb, the reasons behind why aides come and go from this industry. And it’s sort of easy to just say, well, you know, it’s a pandemic, so all bets are off right now because childcare is a problem. School is a problem. Family-Based care for loved ones. And other family members is I don’t want to call that a problem, but is a concern for a lot of working parents who make up our workforce. So, you know, there were really myriad issues facing us. So, you know, we’re trying to make sense of these measurables and trying to project them out into the post COVID world to say, well, let’s sort of use what happened during this pandemic and say, okay, let’s look ahead to next year at this time, how can we keep people more than 90 days? How can we keep people more than 180 days? And what can we do differently? So we’re actually sort of, re-examining those measurables right now to see if they even make sense

Miriam Allred (11:45):

Here at home care pulse. We’re crazy about measurables. We, we operate under the EOS standard and we all own number. And,

Miriam Allred (11:54):

You know, you’ve got to have measurables for every single member of your team in order for you to perform and starting with your HR department. You know, there’s a lot that they’re doing, but to give them that direction and that clarity through a measurable or through a number is typically, you know, one of the best ways to keep them on track. So, so good response is there, let’s, let’s talk about your admin team as a whole. One of the things you mentioned that’s top of mine is this concept of pressure testing your admin infrastructure. Tell me what that means.

Kevin Smith (12:24):

Yeah. It’s kind of like a mouthy way of saying how much can we handle until we can’t handle it and need to come up with the next plan? I guess it’s kind of a more you know, elementary way to say it. What I specifically mean by that, and companies who have grown, you know, quickly are in the midst of some growth right now, you sort of know it when you see it and you know, it when you feel it and then you try to figure out, well, how do you plan for it the next time around? So what we’re trying to really sort of grasp and by we, I mean, our leadership team at best of care is how much more revenue and service volume can we layer on top of this existing team before we can’t go any further until we either add a part-time role to support employee X or add a full-time role to float between support roles for employees, X and Y, and trying to make sense of that sort of puzzle is not easy. And as I, as I referenced a moment ago, it’s not easy to plan for, but we’re trying to, we don’t want to be as reactive to things as we have been in the past, we want to grow with a bit more strategy now. And so you know, I’m happy to sort of answer anything more directly in terms of numbers of people and things like that.

Miriam Allred (13:55):

Yeah, that’s what I was just going to say. Let me put you on the spot for a minute. Let’s give some perspective to our listeners. Tell me about your revenue size and the number of admin members, admin staff, you have.

Kevin Smith (14:08):

Sure. So our revenue size, so our fiscal year ended on June 30th. And we were a $9.4 million revenue agency. We are projecting we’re now halfway through the, our current fiscal year. We’re projecting another million dollars worth of growth on the top line, which would put us North of 10 million in revenue. And in order to go from where we were at that point over the summer to where we’re going now, I’ve already had to add three more full-time roles. Two of them have been clinical to support assessments, care planning, supervision of aides, and you guessed it, you know, COVID to make sure that we are totally in compliance and that our nursing team has enough support right now. And then the other roles have been, you know, more just administrative in function in terms of scheduling and some sort of light HR work. I’m expecting to add at least another full-time, if not two full time support based roles just to get ahead of our geographic and volume growth trajectory for the remainder of this fiscal year and beyond. So I hope that wasn’t too verbose. And that it sort of just gives you a picture of, of the number of people. And to even clarify it a bit further, I guess at this moment, I think we have 29, what I’m going to call administrative roles at the company.

Miriam Allred (16:02):

Okay. Can I ask how many clients and caregivers you have as well?

Kevin Smith (16:06):

Sure. So about about 400 aides people listening to this know that it depends on, you know, really any given pay period because people coming and going people out on leave et cetera, and North of 1200 clients on any given month, but again, that’s in flux.

Miriam Allred (16:34):

Yeah, no, that’s great. Gives us kind of the whole picture of what your, what your staff and what your team looks like. Let’s talk a little bit about delegation. You’ve been with the agency, you know, 13 going on 14 years, you’ve had to delegate a lot of decisions to free up your own plate. So tell me what you’ve learned by delegating.

Kevin Smith (16:55):

I used to be horrible at delegating. I, people will relate to that. You know, just that, that insecurity and fear of letting go of, you know, what ultimately proves itself to be some trivial or menial task that you just hold. So dear and think is so important to the company, and then you hand it off to somebody else and they figure out how to do it either, you know, quicker, better than you. So giving up a few of those at a time over the years really is what built my confidence to say, you know what, it’s okay, let it go. Let people make mistakes. You know, trust people’s judgment. There’s a reason that you were involved in hiring these people. Now it’s to the point where I need to delegate that process as well. I don’t, I don’t necessarily want to be involved in every single hire of our admin team.

Kevin Smith (17:48):

And it’s gotten to the point where yes, you always certainly want to be accountable and you want to be available to people, but I really do believe it’s important. And maybe this is my own style to let the people at your company associate the company with people other than you, if that makes any sense, you know, it’s okay to be in my role. You know, sort of looking out and be unaccompanied in terms of peers at the company. But the more trust you give to other people the less people are going to try to skip over them and go to you to get questions answered. I don’t like when that happens, I like giving people roles where they can be trusted and they can be the gatekeepers of knowledge at this company.

Miriam Allred (18:37):

Good stuff. Good stuff. Well, before we move on, anything else you want to say about, you know, any tips or advice around admin staff in general?

Kevin Smith (18:48):

So we’re, we’re a little bit unique. I will tell you that because we’re a family owned and operated company. I started out working here with very little experience in this industry. Very little experience in any industry, if I’m being honest. And so having performed every single role, I’ve at least had the unique experience of sort of knowing the, you know, the basic job descriptions and living out some of those job descriptions so that I can at least advise as to what we think is important to look for in each of these roles. And we have also been lucky enough to have some team members who started out, you know sort of lower down the career ladder at this company who have been here a really long time and grown and really become such valuable employees that they now make up the leadership team. So I, I am a firm believer in giving people opportunities to succeed at multiple levels, you know, and it’s okay to look inside your own company, even to your own home carried staff sometimes before you look outside and that has worked for us, I don’t claim that it would work for everybody, but it has worked at this company. It fits within our culture.

Miriam Allred (20:02):

Yeah. I love that. Love that. Well, let’s keep moving here. We’ve got some big, some big topics coming up here. I want to talk about opportunities that lie ahead and the quantity versus the quality of those opportunities. If I’m not mistaken, you’ve already been through two acquisitions. You know, when you’re that size and you’re growing at the rate that you are, you’re looking for big opportunities. So, so talk to me about, at what point do you start looking ahead at those opportunities and what are some of the key things you need to define when you’re looking at those opportunities?

Kevin Smith (20:36):

Well, serendipity doesn’t hurt. Let’s be clear. There’ve been a few examples along the way that have really fueled our growth that have been well, serendipity is not fair to the company, but, you know, partnerships that you form in the course of delivering service and growing your business can sometimes, you know yield unexpected returns. So one example of that is I was delivering a presentation at a home care conference for new England, for all the States of new England. Someone saw me speak, came up to me after and said, you know what care really isn’t for me, I liked some of your ideas. Would you be, would you be interested in talking to me about the future of my own company? And that was the first company that we ended up acquiring. So you know, it, it, it doesn’t always have to be, you know, deal scouting and speculating and surveying the landscape, sometimes positioning yourself as an industry leader, if you are one.

Kevin Smith (21:39):

And if you feel that your thoughts are worth sharing can open up some opportunities for you. So let’s just start with that, you know, for people, it doesn’t necessarily have to always be who are we going to buy? So we’ve been the beneficiary of a couple of those situations, like I just mentioned. But for us now, let’s be clear it’s a race for the workers because this, this is a workforce who is so desperately needed right now. And that was the case even before COVID. So really it’s trying to think about, you know, what is the right partnership? What is the right type of agency who has the appropriate number of employees that we feel comfortable onboarding potentially, and bringing on to our team and sort of orienting to our philosophy culture and thinking that it would be a good fit.

Kevin Smith (22:33):

So there’s that perspective, you know the numbers piece aside, you know, learning about the companies out there in your market and, you know, kind of figuring out if you can be the right matchmaker and bring those people in and do it in a way that seamless, we’ve been able to do that a few different times. But the, the, the, the, the standard of quality versus quantity of opportunity is really something that I have personally struggled with. Honestly, I’ve made, I haven’t made all the right decisions. There are so many partnerships that you can explore, whether it’s, you know, trying to become a preferred provider for assisted living communities and trying to wrangle a big group of those communities and say, let us do all of your staffing. You know, that is a, that is a tremendous opportunity, but is that something that people can really do right now with a workforce crisis? So trying to examine each opportunity. And again, I only use a couple of these examples just to give people some sort of real life tangible perspective. Examining these opportunities is hard but important. Don’t just jump at everything that’s out there, figure out what’s going to work best based on what your company actually does best right now,

Miriam Allred (23:52):

If you’re willing and able, and I can put you on the spot here, what what’s on Best of Care’s roadmap. Are there any opportunities that you’re looking at?

Kevin Smith (24:02):

There are. So my company is sort of old in its age, meaning that we’re now in our 40th year of operation. So sort of a legacy company that has a pretty well-defined place in the community and in the market and in the home care industry here within Massachusetts. There are a lot of agencies who are fairly small in size who have been around for a long time, who perhaps are not operating the same way that our company did with a sort of a succession plan and family involvement who at some point in time are going to need to make a decision about their future. I think that within a few years, a lot of those types of agencies, you know, let’s call them $2 million to $4 million in revenue need to decide what’s going to happen next for them. You know, they may not have a family succession plan.

Kevin Smith (25:03):

And I think that we’re certainly keeping our eye on a lot of those types of organizations. Cause we feel like I said earlier that, you know, culturally philosophically, that might be a good fit to perpetuate some of their legacy and preserve that under a new name. So that’s something we’ve got our eyes on. We’ve also launched a care management business in recent years to help diversify our service offerings and also to promote more holistic care planning. And long-term management for our clients, existing clients in new, and it is a direct compliment to our home care business. So now we are trying to expand that business pretty rapidly and pretty aggressively. We do believe that it’s, it has a lot of value and brings new clients into our ecosystem. So those are just two little you know, sort of a whisper wink and nod type things that I’ve got my eye on at the moment. Yeah.

Miriam Allred (26:00):

Thanks for sharing. I keep putting you on the spot, but you’re, you’re following through, so I might keep doing it doing it. Cool. now having made some of these decisions in your career, you kind of talked about big picture from an organization standpoint, but maybe a more of a personal level, you know, any tips or advice on managing the stress or handling the pressure when you’re, when you’re making these types of decisions.

Kevin Smith (26:30):

Yes. I still live with a lot of stress, believe it or not, despite some of the things that I’ve been talking about with, you know, exploring, you know merging and, and growth that has not been unaccompanied by major stress. You know, like all of us who are sort of doing this and growing our businesses as independent operators, you know, how am I going to pay for all this? That’s a big question. And that is a really stressful question. So, you know, financing, these types of operations is really, really hard, really, really stressful, and taking chances and taking risks without knowing how things are going to play out in terms of your profit and loss is really a stressful game. Thankfully I’ve got, you know, great support system. Like I said, it is a family owned business. So you know, I’m pretty close with my dad who is still involved in this business.

Kevin Smith (27:34):

He’s a great sounding board for me, my family, my wife and my kids are always telling me to chill out, maybe put the phone down, you know, it’s 10, o’clock stop working. You don’t have to do this. So I think it’s really important to listen to those people around you. You don’t always have all the answers you don’t have, you know all the best ideas all the time, have some sounding boards, have some ways to release it meaning that stress and diverted into something else. So that’s sort of how I handle, you know, those pressures and the one thing that I like to do, just not to go too personal. I don’t know if that’s what you’re going for, but I just like to cook. So I like to make the dinner every night. It’s something that I can sort of just totally distract myself with focus on something else, put the phone in the other room, chill out for a little bit and enjoy the time with my family. So that’s, that’s my own little getaway.

Miriam Allred (28:30):

Yeah. I love the authenticity. I think we need a year more of those stories and experiences from agency owners across the board, because this is what you said earlier one day in this industry feels like a lifetime. I think that’s a motto for this industry. And so just being able to unplug and use that support system is so crucial. So appreciate your thoughts there. Let’s talk about kind of wrapping up here. Obviously you’ve had some milestones in growth, you know, you’re, you’re getting up to that 10 million point, but you know, you’ve been through a long journey over the course of many, many years. So just high level. Talk to me about some of those milestones and the key decisions that you are a part of to get you to where you are today.

Kevin Smith (29:17):

Sure. yes, what I do think back on it, we have been really on kind of a crazy journey in terms of what we started out doing. When I sort of took the helm in the reins of this company and the direction that I started, sometimes I would say dragging us, but steering us. One of the things that we did that, you know, was, was sort of painful at, but I think had value is, and we still do it today. It’s just ongoing analysis of where are your profit centers? Where are your most successful areas of opportunity that you’ve been able to leverage over the year, over the last two years or three years. So look at all the ways that business comes into your organization, you know, are there certain groups of people who pay really quickly when you’re, when you’re a company of a certain size that’s really important?

Kevin Smith (30:12):

Are there other groups of people that you do business with, who you’ve been able to negotiate, very favorable rates with, perhaps you want to shift some of your volume and some of your workforce towards those business centers and steer them away from others that aren’t as you know advantageous to you now, sometimes that can be hard because when you’re doing that, you sort of have to set aside some of those personal relationships that you have formed with people who may have helped you and given you some business over the years, but sometimes you just have to have those honest sort of candid conversations with people or partners and say, unfortunately, based on this reason, you know, we’re not going to be doing that this year. We’re not going to be doing that in the next six months. And you focused those aides and you shift your business and you pivot towards something else.

Kevin Smith (31:05):

And so not getting too attached or overly attached to one thing or one concept is really important. There’s always going to be shiny new objects out there, but it’s important that you sorta take a little bit of an unbiased view, little bit of that forensic analysis of your numbers and of your profitability and say, you know what, let’s shift gears and focus on this. This was great for a long time, but you know what, it’s just not working out for us anymore. Let’s move all of our focus into this geography or to this service line. So we’ve been able to do that. And I think we’ve been able to do it pretty effectively while advocating for our worth along the way. That’s one other piece of one other sort of item that I think is worth mentioning here is if you really want to grow and you want to add that revenue onto that top line, know your worth, don’t be afraid to have those conversations with your payers and say, I know why I’m charging you this. It’s not just because plucking this number out of the sky. Here’s why here’s, what’s in my overhead. Here’s what we’re paying these aides to give you the best service possible and lean on that and be confident about it. And that’s something that our company really does pride itself on is being unapologetic for what we do for the way we do it in the way that we price it.

Miriam Allred (32:27):

You kind of hit on this, but one up question to that with an organization organization, the size that you are, you know, you’ve got a large, a large group of staff. Do you

Miriam Allred (32:40):

Encourage that mindset shift? You know, you’ve got to, there’s got to be some mindset shifts along the way. And how do you encourage or foster that, you know, throughout the entire organization?

Kevin Smith (32:51):

Well, it’s important to note that, you know, not all of the faces who have been along for the ride are the same, you know, and you need to get some of that organizational buy-in from your key leadership team or make the people who are buying in to what you’re doing. Part of your key leadership team and get yourself that inner circle that you need, who is not afraid to push back on. You tell you that actually, no, let’s not do it this way. And that has taken me a long time to find those people who feel comfortable enough to tell somebody who is their quote unquote boss. Actually, I don’t think that’s the right way to do it, but we’ve now gotten to a point throughout this growth where I’m able to lean on people, rather than just relying on my own, you know, you know, the answers to my own questions.

Kevin Smith (33:44):

You know, self satisfaction can only get you so far. So we have really had to find the right people who buy in and sort of understand what we’re trying to do that is really, really hard to do is try to get people to celebrate and be proud and be willing to share whether it’s on LinkedIn or their Twitter or their Facebook, or even just in their own personal relationships to sort of share the pride that they take and what they do. And if you can find those people great, if you can’t keep looking, you know, they’re out there. But those are the people who are absolutely essential to the growth pattern that we’ve been able to, to achieve.

Miriam Allred (34:26):

Absolutely. Kevin, it’s been a pleasure, lots of great information here today. Really appreciate your transparency and your open thoughts on all of these topics. What is the best way for people to connect with you? If they’ve got questions or want to pick your brain on some of these topics?

Kevin Smith (34:44):

Best way to get me, you can either just look me up on LinkedIn, Kevin Smith, from Best of Care. You can always send me an email, [email protected] you can check us out online, bestofcareinc.com. Those are the easiest ways to get ahold of me, or I’m sure you can reach out to Miriam or Home Care Pulse, and they can connect you as well.

Miriam Allred (35:03):

Yeah, absolutely. Absolutely. Like you said, you’re positioning yourself as an up and coming leader in this industry, and we’re excited to watch your growth over the next few years and hope that, you know, we can follow your journey and stay in touch. So thanks again for your time. Really appreciate it, and look forward to more communication in the future.

Kevin Smith (35:21):

Thanks for the time.

Miriam Allred (35:23):

Thanks for listening to this episode of Vision with Kevin Smith. For more discussions with top CEOs and industry leaders, join me at the Home Care Growth Summit on March 16-18. It’s a virtual three-day conference hosted by Home Care Pulse with over 20 of the top leaders and innovative minds in home care, coming together to discuss industry trends and best practices for all things home care. Early bird tickets end on January 31. To learn more and get registered, visit homecarepulse.com/2021-growth-summit1. Thanks again. We’ll see you next time!