May 12, 2025 • 19 mins
Struggling to scale your services while facing chronic staffing shortages? You're not alone. Across industries, businesses are hitting a growth ceiling when human resources can't keep pace with demand.
In this eye-opening episode, we explore a fascinating case study from private duty home care that reveals a potential solution—one with implications far beyond healthcare. We dive deep into how agencies are implementing AI-powered virtual caregivers, specifically Addison Care, to transform their operations and break through traditional limitations.
The results are striking: agencies using this hybrid care approach report a 42% reduction in client falls, 78% improvement in medication adherence, and the ability to grow their client base by 35% while only increasing staff by 15%. This decoupling of growth from staffing represents the holy grail for service businesses—scalability without proportional resource expansion.
What makes this shift particularly noteworthy isn't just the technology itself but the mindset behind it. Rather than positioning AI as a replacement for human caregivers, successful implementations frame it as enhancement—augmenting and supporting the existing workforce. This fundamentally changes the conversation from "technology versus humans" to "technology empowering humans."
The lessons here extend beyond healthcare. We examine how similar approaches might transform other fields facing staffing challenges, the critical implementation strategies that determine success or failure, and how technology can strengthen rather than diminish human connections when thoughtfully deployed.
Whether you're in healthcare or another service industry, this episode offers valuable insights into navigating the increasingly blurred line between human and technological solutions. The future belongs to those who can effectively combine both—creating service models that are simultaneously more human and more scalable.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Ever feel like you're just battling a constant dream?
You know trying to delivertop-notch work, but your
resources are always stretchedthin and scaling up feels almost
impossible.
Speaker 2 (00:11):
Yeah, it's a really common pressure, isn't it, no
matter the field.
Speaker 1 (00:14):
Exactly, and today we're diving into how one
industry private duty home careis tackling this exact problem.
They're embracing a prettyinteresting technological shift.
Speaker 2 (00:26):
That's right.
We're looking at how AI-poweredvirtual caregivers are being
adopted, specifically one calledAddison Care.
We'll dig into how home careorganizations are using this
tech to deal with staffingshortages, which are huge right
now, and also improve carequality and ultimately grow
their business.
Speaker 1 (00:44):
And the source material we have for this deep
dive.
It gives a really fascinatinginside look.
We've got these resourcesbasically designed to sell
Addison Care to agencies.
And there's this thing calledan attractive character workbook
.
It maps out the journey ofsomeone who actually lived
through all these challengesfirsthand.
It's, like you know, gettingthe story straight from the
source.
Speaker 2 (01:02):
Precisely so.
Our mission here is to pull outthe most important insights,
the actionable stuff from thesematerials.
Give you a shortcut really tounderstanding this whole new
approach to home care.
Speaker 1 (01:15):
And I bet there'll be some surprising facts.
Maybe a few aha moments alongthe way.
Speaker 2 (01:19):
I think so definitely .
Speaker 1 (01:20):
Okay, let's unpack this.
Then it seems like it allstarts with really understanding
the core struggles theseagencies are facing every single
day.
Speaker 2 (01:28):
Yes, and that attractive character narrative.
It paints a very relatablepicture this person.
They spent 15 years managing anagency, personally coordinating
care for what?
Over 100 clients with 45caregivers.
Speaker 1 (01:41):
Wow, that's a lot to juggle.
Speaker 2 (01:43):
Absolutely, and the workbook goes into their past
life challenges.
I think anyone trying to grow aservice business will recognize
this.
Things like the constant worryabout clients when no caregiver
was there.
You know those uncovered hours,the nonstop calls from families
wanting updates, feelinganxious, and that financial
squeeze wages going up butreimbursement rates are what
(02:03):
families could pay, oftenstaying flat.
Speaker 1 (02:05):
Right that pressure.
Speaker 2 (02:07):
So the key insight there really is just how tough
it is to scale traditional homecare relying purely on people
hours for around-the-clock,affordable care.
It kind of creates this cycleof stretched resources,
caregiver burnout and justlimited growth potential.
Speaker 1 (02:25):
Yeah, and those specific struggles they list
really drive that home.
Like not being able torealistically offer 204.7 care
to everyone because of the sheercost, caregivers getting
brained out, leading to highturnover, which is a nightmare.
The constant background worryabout a client's safety when
they're alone.
Speaker 2 (02:43):
And the phone always ringing.
Speaker 1 (02:45):
Yeah.
Speaker 2 (02:45):
Family members needing reassurance.
Speaker 1 (02:46):
Plus, how do you even stand out?
Everyone's offering essentiallythe same thing Hours of
in-person care, while yourmargins are getting tighter and
tighter.
Speaker 2 (02:53):
And what really brings it home are these
embarrassing moments they sharein the workbook.
They're quite stark.
Speaker 1 (02:58):
Oh, like what.
Speaker 2 (03:00):
Well, imagine having to tell a family their loved one
fell when no caregiver wasscheduled, or losing a client
you really valued to acompetitor just because they had
some kind of tech monitoring.
Or that sudden panic when acaregiver calls out sick,
leaving someone vulnerable withabsolutely no coverage.
Speaker 1 (03:17):
Yeah, it's tough.
Speaker 2 (03:19):
Or a client ending up back in the hospital because,
despite best efforts, theyweren't taking their meds
correctly.
And maybe the worst one for thebusiness owner losing a pitch
to another agency because theywere using technology to offer
something more.
Speaker 1 (03:32):
Yeah, and it wasn't like they weren't trying other
things, right, the workbooklists everything you tried.
Speaker 2 (03:38):
The usual stuff, basic check-in calls, which are
fine, but limited.
Prs pendants, those emergencybuttons people wear.
Speaker 1 (03:45):
Yeah, I've fallen in.
I can't get up buttons.
Speaker 2 (03:48):
Exactly Paper medication checklists, totally
reliant on the clientremembering or the caregiver
being there.
Trying to hire more staff butgood caregivers are notoriously
hard to find and keep Trying toraise rates, but getting
pushback.
Offering premium tiers, butfinding they were just too
expensive for most families.
It really hit a wall with thetraditional approaches.
Speaker 1 (04:10):
And that leads to the breakthrough, the aha moments.
Speaker 2 (04:13):
Yes, and this seems like a fundamental shift in
thinking.
The big realization was that,hey, virtual care can actually
fill those gaps between thein-person visits it doesn't have
to be all or nothing Okay andrecognizing that AI isn't just
passive monitoring, it canactively engage clients
reminders, companionship, thatkind of thing.
(04:33):
And maybe the biggest oneTechnology could let them extend
their care reach withoutneeding a one-to-one increase in
staff, breaking that directlink between hours billed and
staff needed.
Speaker 1 (04:46):
Right, that's the scalability piece, and the idea
that a hybrid model, blendingvirtual and in-person, might
actually be the best way forward.
Speaker 2 (04:54):
Exactly.
Speaker 1 (04:55):
And maybe the most surprising aha, that technology
could potentially strengthen thehuman connection.
By taking over some routinetasks, it frees up the caregiver
for more meaningful interaction.
Speaker 2 (05:06):
That really flips the script on the usual tech versus
touch debate, doesn't it?
Speaker 1 (05:10):
It really does so.
From these insights came thesolutions you discovered.
Speaker 2 (05:14):
Right.
The core was implementing thisAI-powered virtual caregiver,
addisoncare, for that 247digital presence, but crucially,
they saw it as augmenting theirhuman caregivers, not replacing
them.
Speaker 1 (05:28):
That was key Empowering them, not displacing
them.
Speaker 2 (05:30):
Precisely, and this allowed them to offer more
comprehensive care packages,maybe at a price point that was
more accessible, whichimmediately made them stand out
A differentiator, and,fundamentally, it gave them a
way to scale that wasn't totallydependent on finding more and
more people in a tight labormarket.
Speaker 1 (05:46):
So how did this actually change things on the
ground?
The what you changed sectionsounds like a big shift.
Speaker 2 (05:51):
It was a significant transformation, moving from just
reacting and providingin-person hours to this
proactive hybrid model.
That's a major operationalchange.
Speaker 1 (06:00):
Yeah.
Speaker 2 (06:01):
It meant they started focusing less on just selling
blocks of time and more on thequality of care, the actual
outcomes for the clients.
They evolved really into atech-enabled care provider.
Speaker 1 (06:11):
Using tech for prevention, not just reaction.
Speaker 2 (06:13):
Exactly Redirecting resources towards keeping people
healthier and safer proactively.
Speaker 1 (06:18):
And doing that meant tackling some misconceptions,
right Beliefs they had toovercome.
Speaker 2 (06:23):
Oh, definitely the big one was caregiver fear Is
this robot going to take my job?
They had to really emphasizehow it helped them, made their
jobs easier and more effective.
Speaker 1 (06:33):
Okay, that makes sense.
Speaker 2 (06:34):
Also the assumption that older adults are just
automatically anti-technology.
They found that wasn'tnecessarily true.
If the tech clearly helps themstay independent and safe, many
are quite open to it.
Speaker 1 (06:46):
If it solves a real problem for them.
Speaker 2 (06:48):
Exactly and the idea that virtual care is cold or
impersonal.
They actually found itincreased touch points and
engagement in many cases.
They also learned tech couldsimplify coordination and that
this hybrid care wasn't secondbest.
It could actually be superior.
Speaker 1 (07:03):
So the first phase of transformation.
How did they actually roll itout?
Speaker 2 (07:07):
They started small, which is smart, piloted
AddisonCare with just 15 clients, and they were careful how they
introduced it to caregivers,framing it as a supportive tool.
Speaker 1 (07:17):
Making their jobs easier.
Speaker 2 (07:18):
Right and they documented everything
Improvements in medication,adherence, fewer emergency calls
after hours, getting that earlyproof.
Then they started marketingthis new hybrid model, making it
a selling point and,importantly, they developed
clear protocols for how thevirtual caregiver and the human
caregiver would work together.
No confusion.
Speaker 1 (07:40):
But it wasn't all smooth sailing.
I assume the failures andstruggles section.
Speaker 2 (07:43):
No, of course not.
There's that initial caregiverfear.
We mentioned needingreassurance.
Some clients needed more helpgetting comfortable with the
tech during onboarding.
Speaker 1 (07:52):
Sure the learning curve.
Speaker 2 (07:54):
They had to tweak their messaging to families,
really make the valueproposition clear, adjust the
pricing model and they admittedthey initially underestimated
the training time needed forstaff.
You can't just drop new tech in.
Speaker 1 (08:06):
Good point Always takes longer than you think, but
those struggles lead to lessonslearned.
Speaker 2 (08:11):
Absolutely critical lessons.
Number one caregiver buy-in iseverything.
They have to see it asenhancing their role, not
threatening it.
Clear communication withfamilies is vital, explaining
the why and the how.
The value has to be super clearto justify any change, and
dedicated, ongoing training andsupport for everyone caregivers,
clients.
That's non-negotiable forsuccess.
Speaker 1 (08:33):
And the payoff.
The successes they reportedsound pretty impressive.
Speaker 2 (08:36):
They really do.
They saw the average clientrelationship extended to 9.3
months.
That suggests people werehappier and staying longer.
Speaker 1 (08:44):
Big deal for the business.
Speaker 2 (08:45):
Huge A 42% reduction in falls.
That's a massive safetyimprovement.
78% improvement in medicationadherence Huge health
implications there, Wow.
Plus increased caregiversatisfaction.
That helps with retention.
And get this.
They grew their client base by35%, but only increased staff by
15%.
That shows the scalabilityright there.
Speaker 1 (09:06):
That's the leverage.
Speaker 2 (09:07):
And a 67% higher family satisfaction rate.
So better outcomes, happierfamilies, happier staff and a
growing business.
Speaker 1 (09:13):
That's the goal.
Okay, let's shift gearsslightly to the expert insights.
Taking a broader view, theworkbook mentions their deep
industry knowledge.
What areas are we talking about?
Speaker 2 (09:23):
It highlights expertise in the nitty-gritty of
private duty operationsunderstanding these new hybrid
models, how to scale when youcan't easily find more staff,
strategies for keepingcaregivers happy and staying,
how to effectively acquire newclients and, crucially, how to
boost profitability whileimproving quality, using tech
smartly.
Speaker 1 (09:44):
So real operational depth.
Speaker 2 (09:46):
Yes, and they draw a really stark contrast between
the right way and the wrong wayregarding industry beliefs.
Speaker 1 (09:53):
Okay, tell me more.
Speaker 2 (09:54):
The right way is seeing tech as support for
humans, recognizing hybrid careas often superior, prioritizing
training, using tech to bridgeaffordability gaps, leveraging
tech to stand out andunderstanding that proper
implementation boosts bothoutcomes and the bottom line.
Speaker 1 (10:10):
And the wrong way.
Speaker 2 (10:11):
That's sticking purely to in-person care, seeing
tech as a threat, assumingseniors won't use tech, treating
tech as just an add-on,competing only on hours and
basically waiting around forsomeone else to innovate.
Speaker 1 (10:21):
Sounds like a recipe for getting left behind.
Speaker 2 (10:23):
Pretty much.
And they apply the same only onhours and basically waiting
around for someone else toinnovate.
Sounds like a recipe forgetting left behind Pretty much.
And they apply the same rightversus wrong thinking to
industry methodology, the actualprocess, how so?
The right process involvesstarting with a clear vision for
hybrid care, trainingcaregivers first, doing a small,
well-documented pilot, usingthose successes in marketing,
having clear protocols focusingon client outcomes and using
(10:43):
value-based pricing.
Speaker 1 (10:45):
Makes sense Strategic .
Speaker 2 (10:46):
The wrong way Trying to implement without buy-in,
focusing only on tech featuresinstead of the impact, failing
to integrate it smoothly,skimping on training, using old
sales pitches and only measuringold metrics like billable hours
.
Speaker 1 (11:00):
It's about the whole system, not just the gadget.
Exactly, it requires a thewhole system, not just the
gadget.
Speaker 2 (11:03):
Exactly.
It requires a holisticstrategic approach.
Speaker 1 (11:06):
Now how does this translate for someone listening?
Maybe not in home care.
The life application sectionany universal takeaways.
Speaker 2 (11:12):
Definitely, the actions are pretty broadly
applicable.
Things like train thoroughly,track and celebrate improvements
, actively seek feedback, bewilling to refine things
constantly, use success storiesto build confidence, share best
practices openly.
That's good advice for almostany change initiative.
Speaker 1 (11:28):
And the don'ts.
Speaker 2 (11:29):
Also very relevant.
Don't position new tools asreplacing people.
Don't cut corners on training.
Don't ignore the need for teambuy-in, don't get lost in
features instead of focusing onoutcomes, and don't assume
everyone understands the value.
You have to spell it out.
Speaker 1 (11:44):
Yeah, that communication piece is key.
Speaker 2 (11:46):
Underpinning all this are the personal beliefs, what
they love and hate.
This gets at the motivation.
Speaker 1 (11:52):
What drives them?
Speaker 2 (11:53):
They love empowering seniors, creating sustainable
care models, supportingcaregivers, using innovation to
solve real problems, fosteringstronger connections and
enabling growth despitelimitations.
Very positive drivers.
Speaker 1 (12:06):
And the hates.
Speaker 2 (12:07):
They hate one-size-fits-all solutions,
tech that just adds complexity,the false choice between quality
and affordability, stickingwith the status quo just because
caregiver burnout andfragmented care.
They're clearly driven bywanting to fix what's broken.
Speaker 1 (12:21):
So who is this actually for?
Who are the best customers forAddison Care according to the
workbook?
Speaker 2 (12:26):
It paints a clear picture Forward-thinking agency
owners Franchises like HomeInstead or Visiting Angels
Looking for an Edge.
Agencies really struggling withstaffing.
Businesses wanting to expandwithout just hiring more people.
Those feeling pressure fromtech-savvy competitors.
And family-owned businesseswanting to be sustainable
long-term.
Speaker 1 (12:46):
Makes sense, the innovators and those feeling the
pain points most acutely, andthe worst customers.
Speaker 2 (12:52):
Basically the opposite those stuck in
traditional models, unwilling toinvest in training,
hyper-focused on short-termcosts, uncomfortable with tech,
generally resistant to changeand unwilling to market a new
way of doing things.
Mindset seems critical.
Speaker 1 (13:06):
Yeah, adaptability, and it explains why do they get
results.
Why do they not?
Speaker 2 (13:10):
Right, exactly the best see the limits of the old
way.
Invest strategically in techand training.
Communicate to valueeffectively, integrate it
properly and price based on thatvalue.
The worst resist change.
Focus only on cost neglect,training communicate poorly,
treat tech as separate and stickto old pricing models.
Speaker 1 (13:28):
It links back to those right and wrong approaches
we discussed Precisely, and theworkbook contrasts affirmations
of the best customers withexcuses of the worst.
That's revealing.
Speaker 2 (13:39):
Very the best.
Believe things like.
We can grow despite staffingissues.
Tech enhances quality andprofit.
Clients will embrace helpfulsolutions.
We can differentiate.
Hybrid care has let us reachmore people.
Caregivers will be morefulfilled.
Positive, proactive beliefs.
Speaker 1 (13:56):
And the excuses, things like our clients are too
old.
Speaker 2 (13:59):
Tech isn't human touch.
Caregivers won't adapt.
We can't afford it.
What we do is good enough.
Clients won't pay for tech.
It's a fundamental differencein outlook.
Speaker 1 (14:07):
Digging deeper into those best customers.
What do they love and whatfrustrates them?
Speaker 2 (14:13):
They love things that solve the caregiver shortage,
enable growth, improve clientoutcomes, reduce burnout, help
them stand out and boostprofitability.
They're frustrated by therecruitment treadmill not being
able to offer affordable 24-7care, high client turnover being
seen as a commodity, shrinkingmargins and managing constant
family demands.
Speaker 1 (14:32):
So the solution directly addresses their biggest
frustrations and aligns withtheir desires.
Speaker 2 (14:38):
Exactly, and understanding who do they align
with and who annoys them addsmore color.
Speaker 1 (14:42):
Who's in their circle ?
Speaker 2 (14:44):
They connect with other innovators good tech
partners who get home care,business consultants, training
organizations, othergrowth-minded owners.
They get annoyed by changeresistors, tech vendors who
don't understand the field,competitors making false
promises, regulatory burdens andreferral sources who don't get
the value of tech-enabled care.
Speaker 1 (15:02):
Tells you a lot about their values and network.
What about?
What do they want more of andless of?
Speaker 2 (15:08):
They want more differentiation,
client-caregiver retention,efficiency, affordable 24-7
options, scalable models.
They want less turnover,emergency calls, price wars,
family anxiety, admin overloadand thin margins.
It's all about achieving a moresustainable, high-quality
operation.
Speaker 1 (15:27):
The workbook even gets into their emotional
drivers, like what gives themfreedom versus what makes them
overwhelmed.
Speaker 2 (15:33):
Yeah, that's insightful.
Freedom comes from lessreliance on constant hiring,
tech for remote monitoring,streamlined admin, client
empowerment tools, premiumpricing power, scalable growth.
Overwhelm comes from therecruitment cycle, managing
expectations with limited staff,scheduling chaos, after-hours
crises, price competition andjust the sheer admin weight.
Speaker 1 (15:54):
You can really feel the pressure points there and
their goals and fears internaland external.
Fears internal and external.
Speaker 2 (16:00):
Internally the goal for a sustainable business a
better care model, less personalstress, being seen as an
innovator, non-staff dependentgrowth and making a real impact.
They fear not overcoming thestaffing crisis, stagnation,
losing to competitors, bad techinvestments, operational
disruption, getting left behindHigh stakes.
Definitely.
(16:20):
Externally, they goal to be themarket leader, grow clients and
revenue, expand services,attract top caregivers, get
strong referrals, command higherrates.
They fear new disruptivecompetitors, shrinking client
base due to cost, bad reviews,not meeting community needs,
being seen as less human becauseof tech and missing the boat on
industry evolution.
Speaker 1 (16:39):
It paints a very complete picture of their
mindset.
The workbook also emphasizeswhat do you have in common with
your audience?
Why is that important?
Speaker 2 (16:46):
It builds trust and connection.
It highlights shared valuescommitment to aging in place,
understanding the flaws of theold model, recognizing the
staffing threat wantingcomprehensive and affordable
care, believing tech shouldenhance human touch, seeking
sustainable growth.
Focusing on outcomes, knowingthe industry must evolve,
needing differentiation andtruly wanting to support
(17:09):
caregivers.
It shows deep empathy.
All this leads into the pain anddream bank.
Right A summary Exactly thepain points hit all those
struggles 247 coverage gaps,lost clients, recruitment woes,
family anxiety, emergencies,commoditization, low margins,
burnout, medication issues, lackof visibility, scaling
difficulties, rising costs,admin burden, price wars,
(17:31):
meeting diverse needs it's along list.
Speaker 1 (17:33):
A lot to deal with.
Speaker 2 (17:34):
But the dream outcomes are the flip side.
The vision accessible 247 care,premium services, less staff
dependency, higher satisfaction,fewer crises, proactive
insights, more capacity, tech asa support, less admin, market
leadership, better profitsserving more people, peace of
mind for families that's thetransformation they're selling
(17:55):
and then the workbook gives apeek into how this understanding
translates into marketing act2and act3 just a glimpse.
yeah, it mentions creativecontent systems and acquisition
systems.
It talks about content bucketslike ROI, proof testimonials,
promotions, ideas for videos andposts addressing those pains
and dreams.
Ad concepts focusing on growth.
(18:15):
247, support differentiation,Using it tangible.
Speaker 1 (18:18):
Right Using it tangible.
Speaker 2 (18:19):
Right and even a script template emphasizing that
emotional connection hittingthe pain, showing the dream,
demoing the solution, providingproof, relieving anxiety, making
an offer, clear call to action.
And they use the VisitingAngels of Denver case study as a
concrete example of success.
Speaker 1 (18:34):
So, bringing it all together, from this deep dive,
what's the main takeaway?
Speaker 2 (18:38):
Well, it seems this hybrid care model using AI,
virtual caregivers likeAddisonCare, offers a really
potent solution to majorproblems in home care.
It's not just tech for tech'ssake.
Speaker 1 (18:53):
It's presented as a fundamental shift, with
potential benefits for agencies,caregivers and clients and,
crucially, as we heard in thoseaha moments, it's framed not as
replacing human connection, butactually enhancing it Exactly
replacing human connection butactually enhancing it Exactly.
Speaker 2 (19:03):
Letting technology handle some routine stuff to
free up humans for thehigh-touch, meaningful
interactions.
That's a powerful idea.
Speaker 1 (19:10):
Which leads to our final thought for you listening,
Thinking beyond home care.
How could similar techinnovations be applied in your
world?
Speaker 2 (19:19):
Yeah, where could technology augment human
capabilities in your field,overcome limitations and maybe
unlock new efficiencies orimpact, rather than just being
seen as a replacement?
Speaker 1 (19:28):
Definitely something interesting to ponder.
Thanks for joining us for thisdeep dive.
Ever feel like you're just battling a constant dream?
You know trying to delivertop-notch work, but your
resources are always stretchedthin and scaling up feels almost
impossible.
Speaker 2 (00:11):
Yeah, it's a really common pressure, isn't it, no
matter the field.
Speaker 1 (00:14):
Exactly, and today we're diving into how one
industry private duty home careis tackling this exact problem.
They're embracing a prettyinteresting technological shift.
Speaker 2 (00:26):
That's right.
We're looking at how AI-poweredvirtual caregivers are being
adopted, specifically one calledAddison Care.
We'll dig into how home careorganizations are using this
tech to deal with staffingshortages, which are huge right
now, and also improve carequality and ultimately grow
their business.
Speaker 1 (00:44):
And the source material we have for this deep
dive.
It gives a really fascinatinginside look.
We've got these resourcesbasically designed to sell
Addison Care to agencies.
And there's this thing calledan attractive character workbook
.
It maps out the journey ofsomeone who actually lived
through all these challengesfirsthand.
It's, like you know, gettingthe story straight from the
source.
Speaker 2 (01:02):
Precisely so.
Our mission here is to pull outthe most important insights,
the actionable stuff from thesematerials.
Give you a shortcut really tounderstanding this whole new
approach to home care.
Speaker 1 (01:15):
And I bet there'll be some surprising facts.
Maybe a few aha moments alongthe way.
Speaker 2 (01:19):
I think so definitely .
Speaker 1 (01:20):
Okay, let's unpack this.
Then it seems like it allstarts with really understanding
the core struggles theseagencies are facing every single
day.
Speaker 2 (01:28):
Yes, and that attractive character narrative.
It paints a very relatablepicture this person.
They spent 15 years managing anagency, personally coordinating
care for what?
Over 100 clients with 45caregivers.
Speaker 1 (01:41):
Wow, that's a lot to juggle.
Speaker 2 (01:43):
Absolutely, and the workbook goes into their past
life challenges.
I think anyone trying to grow aservice business will recognize
this.
Things like the constant worryabout clients when no caregiver
was there.
You know those uncovered hours,the nonstop calls from families
wanting updates, feelinganxious, and that financial
squeeze wages going up butreimbursement rates are what
(02:03):
families could pay, oftenstaying flat.
Speaker 1 (02:05):
Right that pressure.
Speaker 2 (02:07):
So the key insight there really is just how tough
it is to scale traditional homecare relying purely on people
hours for around-the-clock,affordable care.
It kind of creates this cycleof stretched resources,
caregiver burnout and justlimited growth potential.
Speaker 1 (02:25):
Yeah, and those specific struggles they list
really drive that home.
Like not being able torealistically offer 204.7 care
to everyone because of the sheercost, caregivers getting
brained out, leading to highturnover, which is a nightmare.
The constant background worryabout a client's safety when
they're alone.
Speaker 2 (02:43):
And the phone always ringing.
Speaker 1 (02:45):
Yeah.
Speaker 2 (02:45):
Family members needing reassurance.
Speaker 1 (02:46):
Plus, how do you even stand out?
Everyone's offering essentiallythe same thing Hours of
in-person care, while yourmargins are getting tighter and
tighter.
Speaker 2 (02:53):
And what really brings it home are these
embarrassing moments they sharein the workbook.
They're quite stark.
Speaker 1 (02:58):
Oh, like what.
Speaker 2 (03:00):
Well, imagine having to tell a family their loved one
fell when no caregiver wasscheduled, or losing a client
you really valued to acompetitor just because they had
some kind of tech monitoring.
Or that sudden panic when acaregiver calls out sick,
leaving someone vulnerable withabsolutely no coverage.
Speaker 1 (03:17):
Yeah, it's tough.
Speaker 2 (03:19):
Or a client ending up back in the hospital because,
despite best efforts, theyweren't taking their meds
correctly.
And maybe the worst one for thebusiness owner losing a pitch
to another agency because theywere using technology to offer
something more.
Speaker 1 (03:32):
Yeah, and it wasn't like they weren't trying other
things, right, the workbooklists everything you tried.
Speaker 2 (03:38):
The usual stuff, basic check-in calls, which are
fine, but limited.
Prs pendants, those emergencybuttons people wear.
Speaker 1 (03:45):
Yeah, I've fallen in.
I can't get up buttons.
Speaker 2 (03:48):
Exactly Paper medication checklists, totally
reliant on the clientremembering or the caregiver
being there.
Trying to hire more staff butgood caregivers are notoriously
hard to find and keep Trying toraise rates, but getting
pushback.
Offering premium tiers, butfinding they were just too
expensive for most families.
It really hit a wall with thetraditional approaches.
Speaker 1 (04:10):
And that leads to the breakthrough, the aha moments.
Speaker 2 (04:13):
Yes, and this seems like a fundamental shift in
thinking.
The big realization was that,hey, virtual care can actually
fill those gaps between thein-person visits it doesn't have
to be all or nothing Okay andrecognizing that AI isn't just
passive monitoring, it canactively engage clients
reminders, companionship, thatkind of thing.
(04:33):
And maybe the biggest oneTechnology could let them extend
their care reach withoutneeding a one-to-one increase in
staff, breaking that directlink between hours billed and
staff needed.
Speaker 1 (04:46):
Right, that's the scalability piece, and the idea
that a hybrid model, blendingvirtual and in-person, might
actually be the best way forward.
Speaker 2 (04:54):
Exactly.
Speaker 1 (04:55):
And maybe the most surprising aha, that technology
could potentially strengthen thehuman connection.
By taking over some routinetasks, it frees up the caregiver
for more meaningful interaction.
Speaker 2 (05:06):
That really flips the script on the usual tech versus
touch debate, doesn't it?
Speaker 1 (05:10):
It really does so.
From these insights came thesolutions you discovered.
Speaker 2 (05:14):
Right.
The core was implementing thisAI-powered virtual caregiver,
addisoncare, for that 247digital presence, but crucially,
they saw it as augmenting theirhuman caregivers, not replacing
them.
Speaker 1 (05:28):
That was key Empowering them, not displacing
them.
Speaker 2 (05:30):
Precisely, and this allowed them to offer more
comprehensive care packages,maybe at a price point that was
more accessible, whichimmediately made them stand out
A differentiator, and,fundamentally, it gave them a
way to scale that wasn't totallydependent on finding more and
more people in a tight labormarket.
Speaker 1 (05:46):
So how did this actually change things on the
ground?
The what you changed sectionsounds like a big shift.
Speaker 2 (05:51):
It was a significant transformation, moving from just
reacting and providingin-person hours to this
proactive hybrid model.
That's a major operationalchange.
Speaker 1 (06:00):
Yeah.
Speaker 2 (06:01):
It meant they started focusing less on just selling
blocks of time and more on thequality of care, the actual
outcomes for the clients.
They evolved really into atech-enabled care provider.
Speaker 1 (06:11):
Using tech for prevention, not just reaction.
Speaker 2 (06:13):
Exactly Redirecting resources towards keeping people
healthier and safer proactively.
Speaker 1 (06:18):
And doing that meant tackling some misconceptions,
right Beliefs they had toovercome.
Speaker 2 (06:23):
Oh, definitely the big one was caregiver fear Is
this robot going to take my job?
They had to really emphasizehow it helped them, made their
jobs easier and more effective.
Speaker 1 (06:33):
Okay, that makes sense.
Speaker 2 (06:34):
Also the assumption that older adults are just
automatically anti-technology.
They found that wasn'tnecessarily true.
If the tech clearly helps themstay independent and safe, many
are quite open to it.
Speaker 1 (06:46):
If it solves a real problem for them.
Speaker 2 (06:48):
Exactly and the idea that virtual care is cold or
impersonal.
They actually found itincreased touch points and
engagement in many cases.
They also learned tech couldsimplify coordination and that
this hybrid care wasn't secondbest.
It could actually be superior.
Speaker 1 (07:03):
So the first phase of transformation.
How did they actually roll itout?
Speaker 2 (07:07):
They started small, which is smart, piloted
AddisonCare with just 15 clients, and they were careful how they
introduced it to caregivers,framing it as a supportive tool.
Speaker 1 (07:17):
Making their jobs easier.
Speaker 2 (07:18):
Right and they documented everything
Improvements in medication,adherence, fewer emergency calls
after hours, getting that earlyproof.
Then they started marketingthis new hybrid model, making it
a selling point and,importantly, they developed
clear protocols for how thevirtual caregiver and the human
caregiver would work together.
No confusion.
Speaker 1 (07:40):
But it wasn't all smooth sailing.
I assume the failures andstruggles section.
Speaker 2 (07:43):
No, of course not.
There's that initial caregiverfear.
We mentioned needingreassurance.
Some clients needed more helpgetting comfortable with the
tech during onboarding.
Speaker 1 (07:52):
Sure the learning curve.
Speaker 2 (07:54):
They had to tweak their messaging to families,
really make the valueproposition clear, adjust the
pricing model and they admittedthey initially underestimated
the training time needed forstaff.
You can't just drop new tech in.
Speaker 1 (08:06):
Good point Always takes longer than you think, but
those struggles lead to lessonslearned.
Speaker 2 (08:11):
Absolutely critical lessons.
Number one caregiver buy-in iseverything.
They have to see it asenhancing their role, not
threatening it.
Clear communication withfamilies is vital, explaining
the why and the how.
The value has to be super clearto justify any change, and
dedicated, ongoing training andsupport for everyone caregivers,
clients.
That's non-negotiable forsuccess.
Speaker 1 (08:33):
And the payoff.
The successes they reportedsound pretty impressive.
Speaker 2 (08:36):
They really do.
They saw the average clientrelationship extended to 9.3
months.
That suggests people werehappier and staying longer.
Speaker 1 (08:44):
Big deal for the business.
Speaker 2 (08:45):
Huge A 42% reduction in falls.
That's a massive safetyimprovement.
78% improvement in medicationadherence Huge health
implications there, Wow.
Plus increased caregiversatisfaction.
That helps with retention.
And get this.
They grew their client base by35%, but only increased staff by
15%.
That shows the scalabilityright there.
Speaker 1 (09:06):
That's the leverage.
Speaker 2 (09:07):
And a 67% higher family satisfaction rate.
So better outcomes, happierfamilies, happier staff and a
growing business.
Speaker 1 (09:13):
That's the goal.
Okay, let's shift gearsslightly to the expert insights.
Taking a broader view, theworkbook mentions their deep
industry knowledge.
What areas are we talking about?
Speaker 2 (09:23):
It highlights expertise in the nitty-gritty of
private duty operationsunderstanding these new hybrid
models, how to scale when youcan't easily find more staff,
strategies for keepingcaregivers happy and staying,
how to effectively acquire newclients and, crucially, how to
boost profitability whileimproving quality, using tech
smartly.
Speaker 1 (09:44):
So real operational depth.
Speaker 2 (09:46):
Yes, and they draw a really stark contrast between
the right way and the wrong wayregarding industry beliefs.
Speaker 1 (09:53):
Okay, tell me more.
Speaker 2 (09:54):
The right way is seeing tech as support for
humans, recognizing hybrid careas often superior, prioritizing
training, using tech to bridgeaffordability gaps, leveraging
tech to stand out andunderstanding that proper
implementation boosts bothoutcomes and the bottom line.
Speaker 1 (10:10):
And the wrong way.
Speaker 2 (10:11):
That's sticking purely to in-person care, seeing
tech as a threat, assumingseniors won't use tech, treating
tech as just an add-on,competing only on hours and
basically waiting around forsomeone else to innovate.
Speaker 1 (10:21):
Sounds like a recipe for getting left behind.
Speaker 2 (10:23):
Pretty much.
And they apply the same only onhours and basically waiting
around for someone else toinnovate.
Sounds like a recipe forgetting left behind Pretty much.
And they apply the same rightversus wrong thinking to
industry methodology, the actualprocess, how so?
The right process involvesstarting with a clear vision for
hybrid care, trainingcaregivers first, doing a small,
well-documented pilot, usingthose successes in marketing,
having clear protocols focusingon client outcomes and using
(10:43):
value-based pricing.
Speaker 1 (10:45):
Makes sense Strategic .
Speaker 2 (10:46):
The wrong way Trying to implement without buy-in,
focusing only on tech featuresinstead of the impact, failing
to integrate it smoothly,skimping on training, using old
sales pitches and only measuringold metrics like billable hours
.
Speaker 1 (11:00):
It's about the whole system, not just the gadget.
Exactly, it requires a thewhole system, not just the
gadget.
Speaker 2 (11:03):
Exactly.
It requires a holisticstrategic approach.
Speaker 1 (11:06):
Now how does this translate for someone listening?
Maybe not in home care.
The life application sectionany universal takeaways.
Speaker 2 (11:12):
Definitely, the actions are pretty broadly
applicable.
Things like train thoroughly,track and celebrate improvements
, actively seek feedback, bewilling to refine things
constantly, use success storiesto build confidence, share best
practices openly.
That's good advice for almostany change initiative.
Speaker 1 (11:28):
And the don'ts.
Speaker 2 (11:29):
Also very relevant.
Don't position new tools asreplacing people.
Don't cut corners on training.
Don't ignore the need for teambuy-in, don't get lost in
features instead of focusing onoutcomes, and don't assume
everyone understands the value.
You have to spell it out.
Speaker 1 (11:44):
Yeah, that communication piece is key.
Speaker 2 (11:46):
Underpinning all this are the personal beliefs, what
they love and hate.
This gets at the motivation.
Speaker 1 (11:52):
What drives them?
Speaker 2 (11:53):
They love empowering seniors, creating sustainable
care models, supportingcaregivers, using innovation to
solve real problems, fosteringstronger connections and
enabling growth despitelimitations.
Very positive drivers.
Speaker 1 (12:06):
And the hates.
Speaker 2 (12:07):
They hate one-size-fits-all solutions,
tech that just adds complexity,the false choice between quality
and affordability, stickingwith the status quo just because
caregiver burnout andfragmented care.
They're clearly driven bywanting to fix what's broken.
Speaker 1 (12:21):
So who is this actually for?
Who are the best customers forAddison Care according to the
workbook?
Speaker 2 (12:26):
It paints a clear picture Forward-thinking agency
owners Franchises like HomeInstead or Visiting Angels
Looking for an Edge.
Agencies really struggling withstaffing.
Businesses wanting to expandwithout just hiring more people.
Those feeling pressure fromtech-savvy competitors.
And family-owned businesseswanting to be sustainable
long-term.
Speaker 1 (12:46):
Makes sense, the innovators and those feeling the
pain points most acutely, andthe worst customers.
Speaker 2 (12:52):
Basically the opposite those stuck in
traditional models, unwilling toinvest in training,
hyper-focused on short-termcosts, uncomfortable with tech,
generally resistant to changeand unwilling to market a new
way of doing things.
Mindset seems critical.
Speaker 1 (13:06):
Yeah, adaptability, and it explains why do they get
results.
Why do they not?
Speaker 2 (13:10):
Right, exactly the best see the limits of the old
way.
Invest strategically in techand training.
Communicate to valueeffectively, integrate it
properly and price based on thatvalue.
The worst resist change.
Focus only on cost neglect,training communicate poorly,
treat tech as separate and stickto old pricing models.
Speaker 1 (13:28):
It links back to those right and wrong approaches
we discussed Precisely, and theworkbook contrasts affirmations
of the best customers withexcuses of the worst.
That's revealing.
Speaker 2 (13:39):
Very the best.
Believe things like.
We can grow despite staffingissues.
Tech enhances quality andprofit.
Clients will embrace helpfulsolutions.
We can differentiate.
Hybrid care has let us reachmore people.
Caregivers will be morefulfilled.
Positive, proactive beliefs.
Speaker 1 (13:56):
And the excuses, things like our clients are too
old.
Speaker 2 (13:59):
Tech isn't human touch.
Caregivers won't adapt.
We can't afford it.
What we do is good enough.
Clients won't pay for tech.
It's a fundamental differencein outlook.
Speaker 1 (14:07):
Digging deeper into those best customers.
What do they love and whatfrustrates them?
Speaker 2 (14:13):
They love things that solve the caregiver shortage,
enable growth, improve clientoutcomes, reduce burnout, help
them stand out and boostprofitability.
They're frustrated by therecruitment treadmill not being
able to offer affordable 24-7care, high client turnover being
seen as a commodity, shrinkingmargins and managing constant
family demands.
Speaker 1 (14:32):
So the solution directly addresses their biggest
frustrations and aligns withtheir desires.
Speaker 2 (14:38):
Exactly, and understanding who do they align
with and who annoys them addsmore color.
Speaker 1 (14:42):
Who's in their circle ?
Speaker 2 (14:44):
They connect with other innovators good tech
partners who get home care,business consultants, training
organizations, othergrowth-minded owners.
They get annoyed by changeresistors, tech vendors who
don't understand the field,competitors making false
promises, regulatory burdens andreferral sources who don't get
the value of tech-enabled care.
Speaker 1 (15:02):
Tells you a lot about their values and network.
What about?
What do they want more of andless of?
Speaker 2 (15:08):
They want more differentiation,
client-caregiver retention,efficiency, affordable 24-7
options, scalable models.
They want less turnover,emergency calls, price wars,
family anxiety, admin overloadand thin margins.
It's all about achieving a moresustainable, high-quality
operation.
Speaker 1 (15:27):
The workbook even gets into their emotional
drivers, like what gives themfreedom versus what makes them
overwhelmed.
Speaker 2 (15:33):
Yeah, that's insightful.
Freedom comes from lessreliance on constant hiring,
tech for remote monitoring,streamlined admin, client
empowerment tools, premiumpricing power, scalable growth.
Overwhelm comes from therecruitment cycle, managing
expectations with limited staff,scheduling chaos, after-hours
crises, price competition andjust the sheer admin weight.
Speaker 1 (15:54):
You can really feel the pressure points there and
their goals and fears internaland external.
Fears internal and external.
Speaker 2 (16:00):
Internally the goal for a sustainable business a
better care model, less personalstress, being seen as an
innovator, non-staff dependentgrowth and making a real impact.
They fear not overcoming thestaffing crisis, stagnation,
losing to competitors, bad techinvestments, operational
disruption, getting left behindHigh stakes.
Definitely.
(16:20):
Externally, they goal to be themarket leader, grow clients and
revenue, expand services,attract top caregivers, get
strong referrals, command higherrates.
They fear new disruptivecompetitors, shrinking client
base due to cost, bad reviews,not meeting community needs,
being seen as less human becauseof tech and missing the boat on
industry evolution.
Speaker 1 (16:39):
It paints a very complete picture of their
mindset.
The workbook also emphasizeswhat do you have in common with
your audience?
Why is that important?
Speaker 2 (16:46):
It builds trust and connection.
It highlights shared valuescommitment to aging in place,
understanding the flaws of theold model, recognizing the
staffing threat wantingcomprehensive and affordable
care, believing tech shouldenhance human touch, seeking
sustainable growth.
Focusing on outcomes, knowingthe industry must evolve,
needing differentiation andtruly wanting to support
(17:09):
caregivers.
It shows deep empathy.
All this leads into the pain anddream bank.
Right A summary Exactly thepain points hit all those
struggles 247 coverage gaps,lost clients, recruitment woes,
family anxiety, emergencies,commoditization, low margins,
burnout, medication issues, lackof visibility, scaling
difficulties, rising costs,admin burden, price wars,
(17:31):
meeting diverse needs it's along list.
Speaker 1 (17:33):
A lot to deal with.
Speaker 2 (17:34):
But the dream outcomes are the flip side.
The vision accessible 247 care,premium services, less staff
dependency, higher satisfaction,fewer crises, proactive
insights, more capacity, tech asa support, less admin, market
leadership, better profitsserving more people, peace of
mind for families that's thetransformation they're selling
(17:55):
and then the workbook gives apeek into how this understanding
translates into marketing act2and act3 just a glimpse.
yeah, it mentions creativecontent systems and acquisition
systems.
It talks about content bucketslike ROI, proof testimonials,
promotions, ideas for videos andposts addressing those pains
and dreams.
Ad concepts focusing on growth.
(18:15):
247, support differentiation,Using it tangible.
Speaker 1 (18:18):
Right Using it tangible.
Speaker 2 (18:19):
Right and even a script template emphasizing that
emotional connection hittingthe pain, showing the dream,
demoing the solution, providingproof, relieving anxiety, making
an offer, clear call to action.
And they use the VisitingAngels of Denver case study as a
concrete example of success.
Speaker 1 (18:34):
So, bringing it all together, from this deep dive,
what's the main takeaway?
Speaker 2 (18:38):
Well, it seems this hybrid care model using AI,
virtual caregivers likeAddisonCare, offers a really
potent solution to majorproblems in home care.
It's not just tech for tech'ssake.
Speaker 1 (18:53):
It's presented as a fundamental shift, with
potential benefits for agencies,caregivers and clients and,
crucially, as we heard in thoseaha moments, it's framed not as
replacing human connection, butactually enhancing it Exactly
replacing human connection butactually enhancing it Exactly.
Speaker 2 (19:03):
Letting technology handle some routine stuff to
free up humans for thehigh-touch, meaningful
interactions.
That's a powerful idea.
Speaker 1 (19:10):
Which leads to our final thought for you listening,
Thinking beyond home care.
How could similar techinnovations be applied in your
world?
Speaker 2 (19:19):
Yeah, where could technology augment human
capabilities in your field,overcome limitations and maybe
unlock new efficiencies orimpact, rather than just being
seen as a replacement?
Speaker 1 (19:28):
Definitely something interesting to ponder.
Thanks for joining us for thisdeep dive.
Popular Podcasts
Crime Junkie
Does hearing about a true crime case always leave you scouring the internet for the truth behind the story? Dive into your next mystery with Crime Junkie. Every Monday, join your host Ashley Flowers as she unravels all the details of infamous and underreported true crime cases with her best friend Brit Prawat. From cold cases to missing persons and heroes in our community who seek justice, Crime Junkie is your destination for theories and stories you won’t hear anywhere else. Whether you're a seasoned true crime enthusiast or new to the genre, you'll find yourself on the edge of your seat awaiting a new episode every Monday. If you can never get enough true crime... Congratulations, you’ve found your people. Follow to join a community of Crime Junkies! Crime Junkie is presented by audiochuck Media Company.
24/7 News: The Latest
The latest news in 4 minutes updated every hour, every day.
Stuff You Should Know
If you've ever wanted to know about champagne, satanism, the Stonewall Uprising, chaos theory, LSD, El Nino, true crime and Rosa Parks, then look no further. Josh and Chuck have you covered.