Interim healthcare Charts Course for Growth with Franchise Strategy Shift and Value-Based Care Focus
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as Interim HealthCare approaches its 60-year anniversary, the company is strategically repositioning itself for the future, with plans to recalibrate its mix of franchise and company-owned agencies and aggressively pursue value-based care opportunities.
Sunrise, Florida-based Interim HealthCare provides a thorough suite of services – including home health, hospice, palliative, and pediatric care, alongside medical staffing – through a network of over 300 care centers. CEO Rexanne Domico, who assumed the role on January 1, 2025, outlined the company’s ambitious plans in a recent interview with Home Health Care News.
A New Era for a Legacy Provider
Domico emphasized the company’s commitment to a “re-emergence” as a leader in the home-based care space. This involves a renewed focus on strengthening relationships with local franchise owners and amplifying their impact within their communities. “We’re working on the re-emergence with our franchise partners, and really making sure that they have the tools and resources they need to be prosperous,” she said. “we’re also looking at how we can better support them in areas like marketing and technology.”
“Being a 60-year-old company, we have somewhat of an aging network,” Domico noted. “We are blessed to have some franchise partners who have three generations of people running their businesses today. Some of them are also looking at exit strategies because they don’t have that next person to pass something down to.”
while acknowledging the benefits of a franchise model – primarily its focused support network – Domico also highlighted the value of maintaining a corporate presence. “The disadvantage of it is that you get a little bit removed from the business and what it’s like to really own and operate it,” she said. “So we think it’s probably healthy that we have some company care centers that we are managing and dealing with the real market problems and the real market opportunities on a regular basis.”
Investing in Technology for efficiency and Value-Based Care
Technology is a central pillar of Interim HealthCare’s growth strategy. The company is investing in tools and technologies designed to enhance efficiency across its field locations and prepare for the increasing adoption of value-based care models.
“The efficiency we’re looking for this year or in the coming couple of years is really going to be focused on our field locations,” Domico explained.”How do we make work that happens in the field locations better, quicker and more effective, right down to our clinicians in the field? How do we get technology into their hands to make their lives better?”
However, the transition to value-based care is contingent on securing adequate reimbursement for improved patient outcomes. “We’ve spent all year in 2025 working on our quality scores and really moving the needle on our ability to position the company to participate in value-based care arrangements,” Domico said. “The gap is really being paid for that work.” She cited patient monitoring as an example of a valuable service currently lacking a clear payment pathway. “There’s no payment mechanism that really pays for that,” she stated. “So if a provider is going to jump into some of those things because they want to do a better job, they want to have better outcomes, they just understand that that’s an investment in a business where our margins are consistently under attack.”
Double-Digit Growth and a Long-Term Vision
Interim HealthCare is targeting healthy double-digit organic growth over the next several years. This growth will be fueled by expanding its franchise network, strategically acquiring existing locations, and capitalizing on opportunities for de novo expansion.
The company’s long-term vision extends beyond simply expanding its footprint. Domico emphasized the importance of telling the Interim HealthCare story more effectively and demonstrating its commitment to improving the health care community. “It’s doing all of that better than we’ve done it in the past, or at least telling our story better, and making an impact in how we thoughtfully present ourselves in the coming years, the work that we do, and the impact that we intend to have on the health care community,” she concluded.
