From Multi-Unit Franchising to a Caremark Home Care Franchise in Swansea

Before Richard joined Caremark, he was already used to running a franchise business and leading people. He knew how to manage performance and build a team. He also understood the importance of keeping standards high. What he wanted next was a business that still used those skills. But he also wanted one that made a direct, positive difference in his local community.

“Leading over twenty employees has given me the necessary experience to empower teams and new employees entering the business.”

He had always seen franchising as a strong route for growth. A home care franchise gave him the chance to step into a new sector with structure, support and a clear model to follow.

“You can enter a sector with little experience and be successful if you follow the model.”

Finding the right match at the NEC

Richard first came across Caremark at the National Franchise Exhibition at the NEC. He arrived with a short list in mind. Home care was already firmly on his radar. He was looking for three things: a proven model, an accessible support team, and a brand that took standards seriously.

“With the ageing population and the desire of the elderly and vulnerable to remain independent in their own homes, it felt a very good sector to become involved in.”

On the Caremark stand, his first conversation with the franchise manager stood out. It felt straightforward and honest, without hard sell or pressure, which gave him space to think clearly about the opportunity.

“I spoke to the franchise manager, and he was very helpful and open. I liked the fact that he was not pushy and let me make my own decision. When he himself then became a franchise owner, it showed that he believed in the brand.”

Richard did explore another home care brand. But the experience did not match Caremark. They were slow to respond, and he found himself chasing information.

By contrast, Caremark quickly invited him to the Franchise Support Centre. There, he met the franchise manager again, along with directors and the CEO. The welcome was warm. The information was detailed. The support on offer was clear.

For someone already comfortable with performance, teams, and targets, that reassurance around support and guidance was central to choosing the Caremark home care franchise as his next step.

“I felt the support that Caremark offered was something that really gave me confidence in the brand and ultimately made my decision quite easy.”

Understanding Swansea and shaping the business around it

Once he joined the Caremark home care franchise network, Richard focused on understanding Swansea as a territory. Demand for care is high, but the local authority plays a very strong role, and private care is less widespread than in some other areas. Getting the structure right locally was one of his first priorities.

“It was essential for me to be on the council’s framework, which we successfully achieved.”

Today, the numbers show a picture of steady, focused growth:

• Around 450 hours of care delivered each week
• 92% local authority work, 4% private and 4% CHC NHS funded
• A team that includes a care manager, a field care supervisor, and 14 carers, with four more due to start pending checks.

From the outset, Richard made a deliberate choice to put culture and quality ahead of rapid expansion. He knew from his previous franchise experience that people decisions sit at the heart of everything.

“The key area I wanted to focus on at the start was employing the right carer and creating a culture of care and well-being. To do this, I needed a care manager who aligned with my views.”

That alignment took time. Richard’s first care manager appointment was not the right long-term fit. So, made the difficult decision to recruit again in the summer. That change, although challenging, helped to reset the culture in the way he wanted.

He sees that focus on foundations as one of the main reasons the business is now in a position to grow.

“When we had the results of our inspection, we then knew that the foundation was set and stable, and the next steps were to increase hours per week, which is what we are doing now.”

Leading with visibility, care, and strong systems

CIW described the leadership at Caremark Swansea as visible, approachable, and supportive. In practice, that means Richard is present and involved while trusting his team to run the service day to day.

“I like to work closely with the senior management team, and I try to provide as much support as possible because I know the industry can be tough at times. I am always available for advice and support.”

He gives his care manager autonomy over most operational decisions, while staying closely connected to the overall direction and to safeguarding. As a responsible individual as well as director, he visits clients regularly to hear directly how they feel about the support they receive.

Weekly management meetings with the care manager are a fixed part of the office schedule. They review hours of care, sickness, any issues from the previous week and the actions the team needs to follow up. Behind the scenes, they use structured systems to track training, registration and reviews, so the team can stay on top of every detail.

Regular spot checks are another way they ensure quality does not slip as the service grows.

The overall effect is a service where people, processes, and culture work together.

“We feel like we have a family feel at Caremark Swansea. The relationship between the carers, the office and our clients feel like a community.”

Involving people in their care and going the extra mile

CIW highlighted how Richard and his team make sure people stay involved in their care and reviews. For them, this is about keeping in regular contact and acting quickly when something changes, not just keeping files up to date.

“The care manager is very insistent on doing care plan reviews as it keeps her in touch with the clients regularly. As mentioned in the CIW inspection report, we are always on hand to help our clients in a flash. We try, where possible, to always involve a family member in our clients’ care and support plan. This gives a sense of security to our clients.”

The team does not hesitate to step in when a customer needs something unexpected, even outside normal hours, and that same attitude shows up in how they treat their own colleagues too.

“Every month, we have a care assistant of the month award, where they get a voucher to spend in various shops. We also have a get-together in the office, providing a Subway buffet for our carers. We also credit our carers on Connect Teams when we have a compliment or when they have done some great work.”

Achieving Excellent in all three CIW areas

Within a year of opening, Caremark Swansea received its initial CIW inspection. Richard and his care manager went into it knowing that preparation would make the difference between a good report and a great one.

They checked staff files for full references, DBS checks, and explanations for any employment gaps. The care manager also went through every customer file in detail to make sure it reflected the standard she wanted to set. Staff and customers were briefed in advance, and people who were happy to speak with inspectors were identified.

The feedback on the day is something Richard still talks about with pride.

“My main highlight was when the CIW inspector gave us feedback on the day of the inspection, and she said that it is rare for a new service having its first inspection to get ranked Excellent, particularly in all three areas.”

For him, that rating mattered because it reflected the voices of customers, families and staff as well as paperwork. He is especially proud of the moments when the team go the extra mile, like collecting vital medication at 10 pm and staying for an hour to be sure a customer had what they needed for the next day.

The role of Caremark training and support

Coming from outside the care sector, Richard saw the training at the Franchise Support Centre as a vital stepping stone into his new role as a Caremark home care franchise owner. It gave him a framework for how to structure the business from day one.

“Not having a background in care, the training provided by FSC gave me a good foundation of what to expect and how to structure the business.”

Ongoing support from his Quality Manager has also been central to his first year, especially in getting ready for his regulatory interview and building confidence around policies and procedures.

“The training from my QM was key to where I am today. We would have biweekly training sessions in readiness for the CIW interview I had to undertake. We would discuss the policy and procedures, and my QM would ultimately set me homework to do.”

That mix of classroom learning, practical tools, and one-to-one support runs throughout the Caremark home care franchise network and is one of the reasons people from non-care backgrounds can step into the sector with confidence.

Looking back, Richard is very clear about the advice he would give to someone new coming into the network.

“I think the registration process can take some time, so new franchise owners should be aware that it can take longer than expected. I think being fully involved is a must. This supports the staff and care manager and gives you a good insight of what is actually going on in your business.”

Who a Caremark home care franchise is really for

When asked who he thinks a Caremark franchise is right for, Richard talks about character and commitment rather than specific job titles.

“Caremark is good for someone who cares. Someone who cares about their business and their team. A lot of effort is involved, certainly at the start, and it is tough, but you need resilience to get through the tough times. You need to think of the benefits of running your own business, helping the vulnerable adults you support.”

He also encourages prospective owners to take a close look at the support sitting behind any brand they are considering.

“The franchisor has to be right for you, and you must choose the right one based on the help and support they provide within their network.”

Looking ahead, his focus is clear. He wants to grow, but not at the expense of the standards that have already been recognised by CIW.

“Two areas I want to focus on are growth and quality. I want to achieve 750 hours by our second anniversary yet maintain our high level of quality care and in our leadership and management. This is with the aim of maintaining our CIW rating for the next inspection.”

He also has a simple ambition for how Caremark Swansea is seen locally.

“We simply want to be known to have the reputation of providing high-quality care in the Swansea area. One of the best.”

If Richard’s story resonates with you, and you can see yourself as a Caremark franchise owner please get in touch to discover more. Simply click the button below to contact us.