1851 Webinar: Donn Kramer’s 10-Year Right at Home Journey

In a recent conversation with 1851 Franchise publisher Nick Powills, Right at Home franchisee Donn Kramer unpacked how a decades-long corporate career prepared him to thrive in one of the most human-centric businesses there is: in-home care. 

“I had 40 years in private industry and senior management,” Kramer said. “Before retirement, my wife had some medical issues, and when I talked to a financial analyst about what to do next if my health was good, I decided to explore. One of the franchise opportunities that came up was health care — specifically non-medical health care. With the aging population, I thought it was a great opportunity, and my two children are in the medical field, so I pursued Right at Home.”

Kramer approached the decision like a seasoned operator. He wanted a brand whose leadership team had deep experience in the category, whose financial position could support franchisees in the field, and whose training mirrored the “true learning experiences” he was used to in corporate life — on both the operating system and the sales and marketing side. 

“Right at Home provided that,” he said. A decade later, he says without hesitation that he would choose the brand again and even wishes he had explored it sooner.

The first pillar of Kramer’s success is mastering caregiver quality. His team hires for the heart and for the habits that sustain great care. The second pillar is financial discipline built on a tight feedback loop. Kramer calls it a J.D. Power-type approach: clients and caregivers are interviewed every month across seven relevant categories, and every stage — from hiring to invoicing to the care delivered in the home — is centered on those measures. 

The third pillar is a long-term view of differentiation in a crowded field. Kramer believes that while many companies offer similar services, the way you operate — with clear metrics, constant feedback, and genuine customer care — is what sets you apart. “How do you differentiate in a cluttered industry?” he asked. “You set a strong foundation, measure what matters, and treat customer care as a feedback loop. Adaptability in a growth market is the key to sustainable growth and profitability.”

For aspiring owners, Kramer’s guidance is straightforward. Do your diligence on leadership, financial strength, and training. Build on people by hiring for intrapersonal strengths and supporting them relentlessly. Measure what matters with consistent client and caregiver feedback and be ready to adjust. Grow on purpose, balancing quality and scale. “I would definitely do it again,” he said. “I kind of wish I had explored it sooner.”

A portion of the transcript of Kramer’s interview with Powills appears below. It has been edited for brevity, clarity, and style.

Watch the full interview above or on YouTube. 

Nick Powills: All right, Donn, the only question that’s scripted is the first one, then we’ll see where the conversation goes. How did you accidentally fall into franchising? What’s your franchise story?

Donn Kramer: Well, prior to retirement, my wife had some medical issues. I was talking to a financial analyst and asked, “What should I do when I retire if my health is good?” I decided to explore, and one of the franchise opportunities that came up was health care — specifically non-medical health care. With the aging population, I thought it was a great opportunity. My two children are in the medical field, so I pursued Right at Home and health care in general.

Powills: No prior experience in franchising during your career?

Kramer: None. Just forty years in private industry in senior management positions.

Powills: That’s what fascinates me. You talk to a financial advisor, you’re looking at options, you see a need in the marketplace, and obviously you have a great career. What was your perception of franchising when you started doing homework? What hurdles did you need to overcome to decide this was what you wanted to do with your life?

Kramer: Probably three or four things. First, I wanted to make sure whichever franchise I chose, the management team had significant experience in that industry. Second, I wanted to look at their financial position to make sure they could support the organization in the field. Third was the training. It had to be what I was used to in private industry — true learning experiences both on the operating system and on the sales and marketing side. Those were the reasons I decided I was looking for those items in a franchise, and Right at Home provided that.

Powills: Whenever I talk to a franchisee, I try to simplify the buying process. But really, buying a franchise is one of the most complex things to buy — you’re investing your life savings into a business you don’t have full control over, and you’re following someone else’s operational model. But if I simplify it, I’d say a franchise buyer looks for a vision of leadership, differentiation, sound cost-to-revenue potential, availability of territory, and validation — meaning if you ask a franchisee, “Would you do it again?” they answer without hesitation. How does that connect to how you went through the process?

Kramer: Exactly. I would definitely do it again. I’ve been involved for ten years now and kind of wish I had explored it sooner.

Powills: That’s the weird part about franchising — before you’re in it, it’s hard to even explain. A lot of people can name McDonald’s, but they don’t really know what franchising is. I’d imagine when you were going through the process you had a lot of “that’s interesting” moments because it wasn’t your field.

Kramer: Exactly. Fully agree. That’s why I decided.

Powills: Now that you’ve been in it for ten-plus years, I think about how far senior care has come in that period. Ten years ago, even with Right at Home, if you told a reporter about senior care, they didn’t even understand what it was. Fast forward to today, and there are so many brands that have popped up. But even with all that competition, I still don’t feel there’s enough supply to meet the demand of the number of people who need this at some stage in life. What are your thoughts on what has changed and where the industry stands?

Kramer: The most important piece is that yes, it’s a growth industry. The question is, how do you make it sustainable? For us, it was about building a strong foundation. We decided to take a J.D. Power-type approach. Everybody delivers the same services we do. So how do you differentiate yourself within a cluttered industry, to get maximum profitability and reward the employees of the company? We set out on a mission to provide value to our customers by interviewing both our clients and caregivers every month in seven different categories. Those categories applied directly to both groups. From our hiring process all the way through delivering care in the home and sending an invoice, everything centered around those categories. That has allowed us to develop sustainable growth over time. The biggest thing is: in a cluttered industry, you need to differentiate yourself and you need to set a strong foundation for sustainable growth. That way you avoid peaks and valleys. In our industry you have to find balance between the caregiver and the client, and that’s the way we looked at it.

Powills: What I love about that statement is that you’re not really talking about senior care. You’re talking about customer care and customer relations — and the feedback loop. When you have that, you can make adjustments. It seems so fundamental, but it’s probably why you’ve been as successful as you are.

Kramer: It’s made all the difference. If we had just focused on other things, I don’t think we’d have the flexibility to adapt. Adaptability in a growth market is the key to sustainable growth and profitability.

Powills: Another thing I’ve seen in senior care is that the difference between good and great often comes down to culture and how the franchise owner supports caregivers. This isn’t an easy job. But when caregivers feel cared about and see their purpose, they tend to stay longer. How have you applied the same philosophies you use with clients to your staff?

Kramer: We learned early on that the balance between having enough caregivers for the business and enough business for the caregivers was critical. In our interview process with prospective caregivers — whether they’re state-tested nursing assistants, home health aides, or homemaker-companion caregivers — we spend 60% of the time on intrapersonal skill sets and 40% on their professional resumes. We focus on communication, adaptability, teamwork, decision-making, and problem-solving. If they demonstrate passion for the work and can answer questions around those areas, we know we’ll have a good caregiver. They won’t call off without notice, they’ll communicate if issues arise, and they’ll involve the whole team when a problem comes up. That approach has allowed us to be Employer of Choice for ten years in a row with caregiver satisfaction averaging 90% or better every month. We’ve also been the Provider of Choice for nine of the ten years. Most importantly, our caregiver turnover rate is between 9 and 11 percent annually — compared to an industry average that can be 200 percent.

Watch the full interview above or on YouTube. 

If you’re interested in taking the next step in making a difference in your community as a Right at Home franchisee, visit https://rightathomefranchise.com/. 

If you are interested in franchise opportunities, visit our available territories map. 

If you want to read about other Right at Home franchise owners, visit us at Franchisee Interviews.

#Franchising #QualitySeniorCare #SuccessWithSignificance #AgingInPlace #RewardingCareer #SecondCareer #FranchiseOpportunity