Help at Home, a leading US provider of home care services, has appointed Jeremy Heaton as chief financial officer. Heaton joins from Alight, where he served as CFO overseeing finance, real estate and investor relations. Heaton brings over 20 years of senior finance experience, including more than two decades at General Electric in roles spanning corporate finance and strategic planning across healthcare, human capital management and business services. Founded in 1975, Help at Home operates more than 150 locations across 11 states, serving 60,000 clients with approximately 50,000 caregivers. The company provides relationship-based personal care for seniors and individuals with complex needs, focusing on enabling independent living at home. CEO Chris Hocevar said Heaton's experience will accelerate the company's progress in delivering strong operating results whilst advancing its home care mission.

Help at Home taps experienced Executive as Chief Financial Officer. Jeremy Heaton appointed CFO to guide Help at Home's sustainable growth CHICAGO, Jan. 29, 2026 /PRNewswire/ - Help at Home, a leading national provider of relationship-based, person-centered home care, today announced the appointment of Jeremy Heaton as its Chief Financial Officer. Heaton brings deep experience leading finance organizations through periods of growth, innovation, and increasing scale. He joins Help at Home from Alight, Inc., where he served as Chief Financial Officer, responsible for finance, real estate and investor relations functions. "We are thrilled to welcome Jeremy to the Help at Home leadership team," said Chief Executive Officer Chris Hocevar. "Jeremy's extensive financial leadership experience in large and diversified organizations will accelerate our progress as we continue to deliver strong operating results, invest in our workforce, and advance our mission to provide safe, high-quality home care." Prior to Alight, Jeremy spent more than 20 years at General Electric, holding senior finance leadership roles across corporate finance and strategic planning. His background spans healthcare, human capital management, and business services, with a track record of driving financial strategy, advancing disciplined growth and execution, and long-term value creation. "I am honored to join Help at Home at such an important moment for home-based care," said Heaton. "This company's mission of enabling individuals to live independently, safely and with dignity at home resonates deeply with me. I look forward to partnering with our teams to support sustainable growth, and the caregivers and clients who are at the heart of this organization." For more than five decades, Help at Home has grown into the nation's leading provider of Home and Community-Based Services (HCBS), delivering high-quality, relationship-based personal care for seniors and individuals with complex needs. In recent years, the organization has scaled significantly, deepening its expertise and expanding its reach across multiple states to support aging-in-place populations. Today, Help at Home is advancing its mission by strengthening the connection between home care and health care, improving outcomes and empowering clients to live with dignity, independence, and the support they need in their own homes and communities. About Help at Home Help at Home is the leading national provider of high-quality home care services offering innovative programs designed to help seniors and underserved complex chronic populations remain healthy in their homes. As of November 2025, Help at Home operates more than 150 hub locations across 11 states and provided in-home personal care and extended care services to 60,000 clients with the help of more than 50,000 highly trained and compassionate caregivers. Founded in 1975 and headquartered in Chicago, Illinois, Help at Home has 50 years of operating experience in the home care industry. For more information about Help at Home, visit helpathome.com.

Private Equity is buying up Home Care: what independent agencies need to know. The wall street takeover. Private equity firms are aggressively acquiring home care agencies. According to industry reports, the sector has attracted billions in investment capital, with consolidation accelerating in 2025 and continuing into 2026. The logic is straightforward: an aging population guarantees growing demand, payers prefer lower-cost home-based care over institutional settings, and a fragmented industry offers opportunities for scale. For independent agencies, this raises important questions about competition, sustainability, and whether to remain independent at all. Recent major deals. The consolidation isn't theoretical - it's happening now: Help at Home. Backed by Centerbridge Partners and the Vistria Group, Help at Home acquired Florida-based Home Care Now in May 2025, extending its footprint to every county in Florida. According to the Private Equity Stakeholder Project, this deal is one of at least 20 acquisitions Help at Home has made since 2020. Altocare (waud capital). Waud Capital acquired MedTec Healthcare (Illinois-based personal care and adult day services) in April 2025 as part of a strategy to consolidate home care assets under a new holding company called Altocare. Health system divestitures. According to PwC's 2026 Health Services Deals Outlook, health systems are offloading home health units to focus on core operations: "Health systems and other healthcare companies will continue offloading noncore assets like labs, home health and revenue cycle units as they seek liquidity and strategic focus." Advocate Health sold its senior home care business to a private equity firm, following a broader pattern of hospital systems exiting home-based services. Why the buying spree? Fragmented market. According to Northeastern Advisors, the home care industry "remains highly fragmented, with the vast majority of operators generating under $2 million in annual revenue." This fragmentation creates opportunities for PE firms to: * Acquire small agencies at reasonable multiples * Achieve economies of scale through consolidation * Increase negotiating leverage with payers * Standardize operations across the portfolio Platform strategy. PE firms don't just buy agencies - they build platforms: * Acquire an anchor company with strong operations and management * Execute add-on acquisitions to expand geography and service lines * Centralize back-office functions (billing, HR, IT, compliance) * Standardize operations across the platform * Exit at higher multiple than acquisition prices The "platform" approach means consolidated groups operate with advantages individual agencies can't match. Risks and concerns. For the industry. Researchers and regulators have raised concerns about PE consolidation: * Market concentration: Fewer independent options for clients and referral sources * Quality questions: Whether cost-cutting affects care quality * Worker impacts: Wage pressure, benefit reductions, staffing changes * Regulatory attention: FTC and DOJ scrutinizing healthcare consolidation "Researchers have warned that private equity is voraciously acquisitive and engages in consolidation that can increase market concentration but largely flies under the antitrust radar." For acquired agencies. Agencies that sell to PE face mixed outcomes: Uncertainty factors. Current conditions create dealmaking hesitation: * Interest rates: Higher financing costs affect valuations * Medicaid cuts: HR 1 provisions threaten reimbursement * Immigration policy: Workforce impacts uncertain * Regulatory changes: New administration's approach unclear According to Modern Healthcare, some PE investors are pushing home care deals to later in 2026 until these uncertainties resolve. What this means for independent agencies. The Competitive reality. * Technology budgets: Can invest in platforms independent agencies can't afford * Bulk purchasing: Better rates on supplies, insurance, software * Specialized staff: Dedicated compliance, billing, HR professionals * Marketing resources: Larger advertising and business development budgets * Payer negotiating power: Scale enables better contract terms The independent advantage. But independent agencies have advantages too: * Community relationships: Deep local ties PE firms can't replicate * Flexibility: Faster decision-making without corporate bureaucracy * Mission focus: Owner-operated agencies often prioritize care over returns * Staff loyalty: Workers may prefer independent employers * Client relationships: Personalized service that scales poorly How to compete as an independent agency. Double down on relationships. * Case manager relationships: Personal connections with referral sources * Family engagement: Family portals that demonstrate transparency * Reputation: Word-of-mouth that takes years to build Adopt technology strategically. * Cloud-based platforms: Modern software at monthly subscription costs * Mobile tools: Give caregivers what large competitors' staff have * Automation: Reduce admin burden without adding headcount * AI documentation: Enterprise-level efficiency at SMB prices Operate efficiently. * Scheduling optimization: Minimize unbillable time * Billing accuracy: Reduce denials and delays * EVV compliance: Avoid penalties and claim rejections * Payroll automation: Reduce processing costs Specialize. PE platforms often struggle with specialization: * Developmental disabilities: Expertise in DDCS services * Complex care needs: Behavioral support, medical complexity * Cultural competence: Language-specific services * Geographic niches: Rural areas PE finds unprofitable Consider partnerships. You don't have to choose between independence and isolation: * Purchasing cooperatives: Group buying for supplies and insurance * Referral networks: Formal relationships with complementary providers * Technology sharing: Shared platforms with other independents * Advocacy coalitions: Collective voice on policy issues Should you sell? For some agency owners, selling to PE may make sense: When selling makes sense. * Retirement planning: No succession plan and ready to exit * Capital needs: Growth requires investment you can't fund * Burnout: Operational demands exceeding capacity * Market position: Local competition making independence unsustainable When to stay independent. * Mission alignment: Values that corporate ownership would compromise * Succession plans: Family or employee transition path exists * Competitive position: Strong local market share and relationships * Financial health: Sustainable operations without outside capital If you're considering selling. * Get professional advice: Healthcare M&A attorneys and advisors * Understand structures: Asset vs. stock, earn-outs, employment agreements * Protect employees: Negotiate for staff retention commitments * Document value: Clean financials, organized contracts, compliance history How CareCade helps independent agencies compete. CareCade levels the technology playing field, giving independent agencies tools that match PE-backed competitors. Enterprise capabilities, independent pricing. * AI session notes: Same technology large systems use * Smart scheduling: Optimization without enterprise budgets * Mobile apps: Caregiver tools matching any competitor * EVV compliance: Automated verification for Washington requirements Efficiency without scale. You don't need 1,000 clients to operate efficiently: * Automated billing: 15-minute unit calculation without manual math * Digital onboarding: Get caregivers started faster * Compliance automation: DSHS reporting without dedicated staff * DAT file generation: One-click Medicaid billing exports Differentiation tools. Stand out from consolidated competitors: * Family portal: Transparency large agencies rarely offer * On My Way notifications: Communication that builds trust * Incident documentation: Thorough records that protect everyone * Goal tracking: Demonstrate outcomes case managers value The road ahead. PE consolidation will continue. Demographics guarantee demand growth, and fragmentation guarantees acquisition targets. Regulatory intervention may slow but won't stop the trend. For independent agencies, the path forward requires intentional choices: * Invest in efficiency: Match consolidated competitors' operational performance * Protect relationships: Your community presence is irreplaceable * Adopt technology: Close the capability gap without closing your doors * Specialize where it matters: Serve populations and needs PE finds unprofitable * Plan for the future: Succession, exit, or growth - have a strategy The agencies that thrive will be those that combine independent advantages with operational excellence. PE firms have capital; you have community. Use both. Ready to transform your care management? Join agencies across Washington who are bringing transparency to developmental disabilities care.