Right at Home

<a href="https://www.linkedin.com/in/gregory-brewer-73ab1b168?utm_source=1851franchise.com&utm_medium=article&utm_campaign=right-at-home-franchisee-success-gregory-brewer-2729990" target="_blank" rel="nofollow">Gregory Brewer</a>, who has now owned&nbsp;<a href="https://www.rightathome.net/winston-salem?utm_source=1851franchise.com&utm_medium=article&utm_campaign=right-at-home-franchisee-success-gregory-brewer-2729990" target="_blank" rel="nofollow">Right at Home of Winston-Salem</a> for over 21 years, was first introduced to the concept of senior care through a survey at Sara Lee, where the team was evaluating which services would be most valuable to employees.&nbsp;“I didn't know anything about franchising,” Brewer said. “I was working at the Sara Lee Corporation, and a survey of our 2,500 headquarters employees revealed that elder care services were their most desired service. I researched the arena, found&nbsp;<a href="https://rightathomefranchise.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=right-at-home-franchisee-success-gregory-brewer-2729990" target="_blank" rel="nofollow">Right at Home</a>, and here we are 21 years later.”When he transitioned into the industry, senior care and in-home care were still new concepts; many people automatically assumed Brewer was referencing hospice care.As an early mover, Brewer was able to bring a relatively new but high-demand service to his community. Since then, he has focused intently on recruiting the right people and operating the business in a way that boosts culture, sees team members for who they are, and ultimately encourages professional satisfaction and retention. This, in turn, also creates stability for his business.After two decades with&nbsp;<a href="https://1851franchise.com/rightathome/info">Right at Home</a>, Brewer says he and his wife are looking to continue with the concept for as long as they can, adapting along the way to ensure each team member is able to leverage their strengths to contribute to a well-functioning organization.“From a business perspective, I'm happy we're still in business, knowing 80% of businesses fail in the first three years,” Brewer said. “If your goal is to be rich and famous, go to Hollywood. If your goal is to take care of people, you can make it for the future. I look forward to that future, where assisted living and even hospitals will look very different.”Brewer recently joined 1851 Franchise Publisher&nbsp;<a href="http://linkedin.com/in/powills?utm_source=1851franchise.com&utm_medium=article&utm_campaign=right-at-home-franchisee-success-gregory-brewer-2729990" target="_blank" rel="nofollow">Nick Powills</a> on an&nbsp;<a href="https://www.youtube.com/live/ck3RHwBS14I?utm_source=1851franchise.com&utm_medium=article&utm_campaign=right-at-home-franchisee-success-gregory-brewer-2729990" target="_blank" rel="nofollow">episode of “Meet the Zee”</a> to discuss his journey. A transcript of Brewer’s interview with Powills has been provided below. It has been edited for brevity, clarity, and style.Nick Powills: Gregory, congratulations on 21 years and one month at Right at Home. How did you get into franchising?Gregory Brewer: I didn't know anything about franchising. I was working at the Sara Lee Corporation, and a survey of our 2,500 headquarters employees revealed that elder care services were their most desired service. I researched the arena, found Right at Home, and here we are 21 years later.Powills: You were an early adopter. How did you have the foresight to get into this so early, and how do you feel about the competition today?Brewer: When we started, people had no idea what home care was; they would confuse it with hospice. We had to explain that we are an extra pair of eyes, ears, hands, and feet for the people we serve. The industry grew as the internet and social media raised awareness beyond the newspaper ads and word-of-mouth we relied on.As for competition, there are many home care agencies, but they aren't all the same. There are different specialties. Our business in the Triad area of North Carolina is more private pay, but we're also licensed for Medicaid and Veterans Administration services, and we love taking care of vets. Other agencies might only do Medicaid or government cases.Powills: Did you ever imagine the industry would be what it is today?Brewer: Not really. I'm an entrepreneur, and I just wanted to be successful. I think we're yet to see where the industry is going. As Baby Boomers like me need these services, technology will have to play a big part because there are fewer people in the generations below us to provide care. I think home care will become more community-based. For example, you might see "pods" of three to five people in a community or condominium arrangement with one person caring for them all, making it more efficient.Powills: That's fascinating. My perception is that supply doesn't meet demand today, which is why so many new senior care franchises can exist without negatively affecting the established ones. But you make a fascinating point. If we're already misaligned and there will be fewer caregivers in the future, the model has to evolve.Brewer: Think about it. I just saw a woman on TV who owns a fast-food restaurant where AI takes the drive-thru orders because it's so difficult to find staff. Demographically, we're running out of people, and those who want to provide care are few and far between. It's not an easy industry. The individuals who go into this field have a heart for it. You're not going to get rich and famous, but if you're motivated by helping others, this is the field for you.&nbsp;Powills: Your entry into the space was based on a business insight, which is different from the more common path of taking care of an aging parent and then understanding the business. How have you emotionally dealt with being in such a tough category?Brewer: It's akin to being a first responder; you have to separate your professionalism from your personal emotions. I learned to do that in corporate America. My wife, Jackie, has the personality you'd want caring for you; she ensures our staff treats everyone like their own mom or dad. But it is difficult. When a client passes away, some caregivers need to take time off to clear their heads because they’ve developed a real relationship.Powills: That speaks to culture. I saw on your LinkedIn that you have a John Maxwell connection, which tells me you're a lifelong learner who is continuously building culture to drive profitability. What made you add that to your toolkit, and how do you use it?Brewer: John Maxwell's principles, that people have to know, like, and trust you, are a perfect fit for the home care business. He teaches that few people truly connect. That skill is essential when you’re empathizing with families and their loved ones. Both my wife and I had grandparents with dementia and Alzheimer's, so we had personal insight into the struggle.Powills: How did you use those fundamentals — empathy, culture-building — to navigate the major business storms of 2008 and 2020?Brewer: Building a culture is about leading by example. We don't ask our staff to do anything we wouldn't do. For example, Jackie has worked all day and then worked all night to cover a shift when a caregiver had an emergency. We use behavioral interviewing techniques to hire people who fit that culture, which is why we have long-tenured caregivers. It's all about fit. If you don't fit, you don't fit. There are no hard feelings.&nbsp;Powills: When prospective franchisees call you for advice on owning a Right at Home, what do you tell them?Brewer: I'm frank. This industry is not for the faint of heart, but you can make it if you are willing to work hard, dedicate yourself to the industry, and have the "stick-to-it-ness." Empathy is very important. I advise them to understand what they are good at and hire for the pieces they aren't keen on. You have to orchestrate it like a symphony and be realistic with yourself about what you are proficient at.Powills: I love the line "roles, goals, and expectations." The success or failure of a franchisee often comes down to that. Were the owner's role, financial goals, and income expectations set properly? If any of those are off, it derails the franchisee's happiness.Brewer: Exactly. Managing those expectations is how we survived the downturns in 2008 and 2020. You have to plan and have the resources for the inevitable economic glitches. I've seen franchisees come in after us and exit long before us because they didn't survive.Powills: I advise candidates to come in with enough capital to not only buy the business but also to scale and have enough for a rainy day. That buffer is critical.Brewer: I agree. That's just business savvy. My entrepreneurial and corporate experience with budgeting allowed us to plan properly. You should always have that rainy day fund and be able to live for a period without income. If you can do that, you can survive the glitches in the economy.Powills: You consistently identify as an entrepreneur, and entrepreneurs never stop dreaming. What is your dream now?Brewer: Jackie and I have talked about this. We plan to do this "till the wheels fall off." I know there are things I could do 20 years ago that I can't do today. But if you have the right team members with the right expectations and roles, then you can move forward. Successful investors are around for years because they've done just that.Powills: When you reflect on the past 21 years, do you feel like "I did it," or "I haven't done it yet?" Are you proud of what you've done?Brewer: Yes and no. The pat on the back that we get is when a family says, "If it weren't for you guys, we don't know what we'd do." Just last week, we cared for a man whose daughter lives in Germany. She was so grateful for the coordinated 24-hour care our team provided her dad. Feeling comfortable that he was well taken care of up until his last moments — that's the thank you.From a business perspective, I'm happy we're still in business, knowing 80% of businesses fail in the first three years. If your goal is to be rich and famous, go to Hollywood. If your goal is to take care of people, you can make it for the future. I look forward to that future, where assisted living and even hospitals will look very different.&nbsp;Watch the full interview above or on&nbsp;<a href="https://www.youtube.com/live/ck3RHwBS14I?utm_source=1851franchise.com&utm_medium=article&utm_campaign=right-at-home-franchisee-success-gregory-brewer-2729990" target="_blank" rel="nofollow">YouTube</a>.If you're interested in taking the next step in making a difference in your community as a Right at Home franchisee, visit&nbsp;<a href="https://rightathomefranchise.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=right-at-home-franchisee-success-gregory-brewer-2729990" target="_blank" rel="nofollow">https://rightathomefranchise.com/.</a>&nbsp;

Right at Home Franchisee on 21+ Years of Success in Senior Care

1851 Franchise

After learning senior care was one of the most desired employee services, Gregory Brewer transitioned to franchising. Empathy, strategy, and a focus on culture have built longevity for him.

This brand page has been paid for by RIGHT AT HOME. Content within this page that is paid will showcase a Sponsored icon. This means the brand has engaged 1851 FRANCHISE to write the content. Content without the Sponsored Icon is aggregated media placements the brand earned. Questions can be sent to editorial@1851franchise.com

20-Plus Year Right at Home Franchisee Turned Corporate Insights Into a Successful Home Care Business

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20-Plus Year Right at Home Franchisee Turned Corporate Insights Into a Successful Home Care Business

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