How Peak Medical Home Care Scaled Towards 13,000 Care Hours

0:03 Romi Gubes: Aaron and Heather. Yes. Hi. Great to have you here. Thank you so much for joining us on the Growth Operator Podcast, where we want to hear your stories and lessons learned from the industry, from being in the field every day. If you can just start by giving our audience a quick introduction about you and your agency, we’ll dive in from there.

0:30 Heather Goodwin: Yeah. Well, my name is Heather, and this is my husband, Aaron. We have been running a medical home care agency since about 2020. It’s a family-owned and operated business. We’ve been open since 1981, and we’re proud of that. We serve a large community across 14 counties. We have a family of four, a bunch of dogs, and one more on the way next weekend. We like a little bit of chaos in our lives. Our kids are 12 to 17, so they keep us busy, and our office keeps us busier. We are just excited to be a part of something big.

1:18 Aaron Goodwin: Yeah, and I’m Aaron, obviously. I came in 2020. My background was always in corporate accounting and tax, and I fell in love with home care and the space. I get to help people every day, and that is just such a godsend for me. Agency-wise, we’ve grown. We have three offices and just opened up a fourth, so we’re growing fast and trying really hard. We’re trying new things, which is part of the reason that we’re here with Sensi. We’re just trying to make a difference and elevate the space.

1:52 Romi Gubes: How many clients do you have today?

1:54 Heather Goodwin: Around 120 to 125 and growing. We’re just trying to be more out there in the community, showing people who we are and how we can help them every single day. We do shifts from 1 hour to 24 hours. We’re also a medical company, so we can provide CNAs and nurses. Our goal is just to keep everyone in their home to age in place as long as possible. With the technology coming in and our medical background, we can make that happen. We’re available 24/7. I know that sounds like a lot, but we are. In the beginning, especially during Covid, we felt like we were working 24/7. But we worked on a way to put the right people in place and the right team on our board to be able to step back and raise our family as well. So that’s been a challenge, but a good one.

3:12 Romi Gubes: I think that’s a huge achievement that many owners are aiming for, and it’s not easy to get there. If you can share a little bit of color into how you put together this scalable infrastructure. Specifically, I know that you guys are tech junkies and AI junkies, right? You’re looking at different things all day long. So how does that come into play?

3:33 Aaron Goodwin: Yeah. Well, when we were doing it 24/7, we took a lot of advice from other owners and other agencies. Their main focus was seriously that you’ve got to put the right tech and the right people in place. That way, you can let go of all the little things, because that’s how you grow. We found our time was more valuable spent trying to expand the business and finding new ways of doing that, instead of focusing on monotonous stuff like payroll or whatever thing you don’t want to let go of as an owner. Using that energy to push forward, find a new way to sell, and find a new area honestly helped us. We still have our finger on the pulse in the depths of everything, but I would say taking a step back was probably one of the more valuable things we’ve ever done for the agency because we’ve grown our team and their capabilities as well.

4:37 Romi Gubes: So thinking backward for a second, at what point did you feel that you were really able to take a half step back and start this?

4:46 Heather Goodwin: Training our team was probably the biggest part, and just showing them what our vision is and how we want to perform those actions. Then, we allowed them to bring ideas to the board, knowing that no idea is a bad idea. We tried to move forward rather than trying to stay in control. So, we just started saying, “Yeah, let’s try it. Why not? Let’s go ahead and do that,” and allow them to decipher the path on how to make it work.

5:31 Romi Gubes: At what point in the scale of the agency was that? Was it two or three years ago? How many clients did you have? I’m thinking from the perspective of younger owners who just started their business and might be listening to us now while in that hectic mode of trying to do everything themselves. When do you get out of this mode?

5:51 Heather Goodwin: I would say it’s more recently that we’ve been able to do less task-oriented stuff. With the AI we’ve put in place through Sensi, our team is able to manage more of the monotonous tasks, and we’re able to have better insight into what’s going on with the clients at home. That is a really big part of our lives now. Before, you didn’t always know as much about what was going on with the care, and being more knowledgeable has really helped. But I would say it probably changed in 2024 as well.

6:37 Aaron Goodwin:: Yes, stepping back is a process. As our people brought projects or things they wanted to try, they would take ownership of them. If it gained traction, they owned that project, which let us take a step back because they were managing it with such passion. That takes the pressure off our eyes, as long as we’re in conversation with them, it’s helping to grow, and they feel supported. I think it was through the process of empowering our employees and saying “yes” that we were able to take a step back and say, “Okay, that’s yours now.”

7:21 Romi Gubes: So it’s about finding the right people, training them right, and then a shift in your mindset to really delegate things and trust the system, the team, and the processes, right?

7:34 Aaron Goodwin: Yeah, it’s been a wild ride. There were a lot of meetings, a lot of yeses, a lot of traveling, and a lot of learning. Because I personally was very new to the home care space, I was consuming knowledge as much as I could. We were doing conferences, I was listening to books, and learning as much as humanly possible. Bringing some of those New Age principles to the agency really helped us grow.

8:10 Romi Gubes: I think it’s very interesting. You guys are a private agency, so you’re not operating under a franchise. You have a very unique model. As you said, you’re also integrating medical services. Where do you find mentorship and advice? What kinds of conferences are you going to? What I find when I’m speaking to many owners is that being an agency owner can be a very lonely thing. You don’t always have someone to vent to or pick their brain, and you can’t always do it with your employees. You guys are lucky to be doing this together, so I’m sure it’s a part of the dinner conversation. But other than the two of you, who are you consulting with?

8:54 Aaron Goodwin: Yeah, it’s not lost on us how awesome it is to be able to grow a business with your partner. In terms of conferences, we always did the Decision Health one, though they switched it this year and we couldn’t make it because we came here instead. In terms of mentors, there is plenty of stuff online; there’s so much information out there if you just go out and get it. But also, Heather’s mom has been an incredible resource. She worked in this space for a very long time, bought Peak Medical Home Care, and grew it from five clients all the way up to 80 or 100 in a very short time. As she has stepped off the board and we’ve taken over more, she has remained an invaluable resource and mentor for us. Having someone to say, “I’ve already done that, I’ve been through that, and this is how I handled it,” is so crucial. She’s a great person to bounce things off of when we’re going through a specific problem. I try not to bring her too many problems, though, since she’s supposed to be retired.

10:01 Heather: Sometimes it’s hard not to talk about it, but she is such a wealth of knowledge because she’s been doing it for so long. It’s great to have that. We also go to conferences, listen to podcasts, and look at how other agencies are operating so we can borrow their best ideas. Being on this board has brought a lot of greatness and knowledge too.

10:35 Aaron Goodwin: Networking is just so important because everyone out there owning a business has challenges of their own. I think you said it really well before we even started: you saw an entire room of really great owners from really great agencies taking notes. That’s powerful to see. Not everyone has it figured out, and everyone is going through the same struggles as you. Leaning on your people is an awesome thing to do.

11:08 Heather Goodwin: What works for us might work for them, and what’s working for them might work for us. The goal for all of us is just to help seniors stay at home and live long, happy, healthy lives for as long as possible, while also taking care of their families. We want to let them just be a wife, a husband, a daughter, or a son. Our goal is to be a provider that can take on the challenges so they don’t have to.

11:42 Romi Gubes: Where do you feel your biggest barrier to growth is today? If you could choose one area of focus that would dramatically unlock growth, what would it be?

11:53 Heather Goodwin: Just finding the right caregiver with the right heart and the right mindset, who wants to take on the right cases. Just trying to make sure that they get everything they need.

12:15 Aaron Goodwin: I think what you’re saying is perfectly on point. Finding the right caregiver is growing increasingly hard. We’re competing with fast-food chains that are paying really well and offering to pay for college. We’re competing with the entire market for a job that can be difficult. You have to truly care to want to be a caregiver. We want to continue to pay them what they’re worth, but we’re also struggling because we serve a retired community that didn’t always have a lot of money saved. So while we want to pay the caregivers more and find the right people, that client generation’s budget just seems to shrink.

13:03 Heather Goodwin: We do have a lot of great caregivers, and once you find them, you just wish you could duplicate them. We had two caregivers retire last year in 2025 who had been with us since 2013 and 2017. I was sad to see them leave, but we all have to retire sometime. It was an honor to have them retire under Peak Medical. That’s something I truly value in our team, and it was really awesome to see.

13:38 Romi Gubes: So you’re saying today it’s not about demand; it’s about caregiver hiring and retention, right?

13:45 Aaron Goodwin: I think that’s always been our roadblock: getting the right people. We have no issue bringing in clients; if we wanted to push harder, we could find more. Our focus is driving exceptional care, finding the best caregivers, and delivering only high-quality care. Sometimes that takes time to find in a caregiver. We’re completely on board with building up the right caregiver, but that also takes time.

14:18 Heather Goodwin: Yeah. When you have the Peak logo on your scrubs, I expect that anytime you walk out into the field, you are providing excellence. I want very caring, loving caregivers who try their best and go the extra mile. That’s what we’re looking for.

14:39 Romi Gubes: Can you recall any specific initiative you implemented that really helped with caregiver hiring and bringing more people on board?

14:42 Aaron Goodwin: We did the same things everyone else does, like sign-on bonuses and incentives. But I would say the biggest change we saw came from implementing a mentorship program. We have our care managers go to the caregivers’ first shifts and essentially hold their hand for eight weeks so they feel safe. We’re dealing with a lot of fresh blood—people who have never been caregivers in their life. We felt that if we could have a care manager guide them through that process, we could build a better caregiver who is bought into our brand of quality care. They don’t have to unlearn bad habits from a different agency. We build them up from the ground up, which has really helped our retention. It has also helped our people recruit others, because they love the model of a company willing to train you, hold your hand, and handle the stressful parts so you can just show up and care.

15:52 Romi Gubes: So is it an experienced caregiver training another caregiver, or…

15:56 Aaron Goodwin: It’s our office staff training our caregivers.

15:58 Heather Goodwin: We also have a peer program where caregivers can train each other. If there is a main caregiver at a house, she knows the case better than anybody. We allow them to step up into mentorship roles as well, and it’s really nice.

16:21 Romi Gubes: So mentor caregivers come to the office to get ongoing training, and then care managers provide direct mentorship?

16:28 Heather Goodwin: Yeah, and our managers go out to the client’s house to make sure everything goes smoothly, especially at the beginning with introductions and teaching them how to use specific medical devices. It just makes everybody feel at ease. Beyond that, they do extra training to make sure high-priority skills are sharp. We want excellence, knowledge, and wisdom.

16:55 Romi Gubes: And you’re saying this approach has two side effects: one, you are providing better care and excellence, and the other is that the caregivers feel more supported, actually like coming to work, and feel qualified to do what they need to do.

17:11 Heather Goodwin: Exactly.

17:12 Aaron Goodwin: Yeah, we’ve always operated the agency under the fact that the top complaint from both caregivers and clients was a lack of training. The clients felt the caregivers didn’t know enough, and the caregivers agreed. So, we try to over-train and be that support system. When we first started, our no-call, no-show rate was very high, especially for first-time caregivers. They would go through orientation, get told their first shift was tomorrow, and then they just wouldn’t show up because the pressure was so immense. We realized that if the care manager says, “Hey, I’ll meet you there tomorrow, we’ll go through the care plan ahead of time, and I’ll introduce you,” it gets their feet on the ground. That practically eliminated our no-call, no-shows. Everyone loves it—the care managers, the schedulers, and the caregivers. Then you get a supported caregiver who tells her friends and family that we taught her how to do the job well.

18:31 Romi Gubes: I’m sure the clients appreciate that as well, right?

18:35 Heather Goodwin: Yes, definitely.

18:37 Aaron Goodwin: That was probably the biggest change we took over, and it has helped a ton. Our retention has been really good for a while now.

18:49 Romi Gubes: What is your most fruitful source for generating caregiver demand? Is it mainly Indeed?

18:58 Heather Goodwin: Indeed is main, but sometimes it’s word of mouth. Caregivers will say, “Hey, I vouch for my sister, my cousin, or my friend.” We’ve had a lot of success with those referrals. Getting brand new caregivers past their first 90 days can be hard, but we find that with this mentorship program and by being extra caring, we get them through it. We want to get to know our caregivers, be a part of their lives, and help them out as much as we can. Flexibility is also key. Pay is obviously a top priority for caregivers because they need to pay their bills, but having a company that actually listens and works with them on their schedule is incredibly valuable to them. If a kid’s school schedule changes, we will adjust. They might not keep that exact same client, but we’re going to do our very best to keep that caregiver on.

20:25 Romi Gubes: You’re mentioning something very interesting here regarding retention. Having a good scheduler is also key for caregiver retention, happiness, and satisfaction. I know for a fact that you have a mega scheduler in your office. One of our product managers visited your office and sent a photo to our internal groups showing her with her three screens—one horizontal, one vertical—looking like a magician.

20:59 Heather Goodwin: Yeah! She handles the day-in and day-out of everything—the good things and the bad things. We also have our schedulers in charge of our Sensi Alerts. Since we cover 14 counties, we split them by territory between two schedulers. They are both amazing and do a great job. They are the first point of contact for both the caregiver and the client. They answer the phones and handle both immediate emergencies and future planning. We have both of them digging into the details of what Sensi finds so we know what to address first. They are a true blessing to us because we’ve been on the other side. A “scheduling brain” is a puzzle that not everybody has. You have to hold so much knowledge in your head. I used to be a scheduler myself, and I honestly loved it.

22:15 Romi Gubes: Wow.

22:16 Heather Goodwin: Yeah, that’s where I started, and I loved it. You get to know your clients virtually, and you really get to know your caregivers’ personalities. You learn who is going to fit where, how far they’re willing to drive, and what their availability is. Being able to execute that is what Peak does well. Right now, our caregivers feel a real sense of community and home with us. I love that they have a strong connection to our clients, our office staff, and each other. If you don’t have that community, you’re just working alone.

22:58 Aaron Goodwin: Our schedulers are the heartbeat of the whole company. They’re at the core, and it’s probably one of the most important jobs because they touch everything and are involved in everything. We are very, very blessed to have these two talented individuals.

23:21 Romi Gubes: What would you say to owners who are not in that fortunate situation, who have newer schedulers or people who don’t possess that natural “scheduling brain” yet? What qualities should they look for when hiring?

23:44 Aaron Goodwin: Don’t be afraid to ask hard questions in an interview. You need to uncover whether or not they can think critically. I’ll share my favorite interview question because it tests critical thinking: If you were an animal in the workplace, what would you be? There’s no right answer, but it shows if they can think on their feet and articulate a quick response. That was our number one requirement for scheduling: can you quickly think on your feet and communicate well? Caregivers and clients are going to bring you problems all day long. Are you going to stutter and freeze, or are you going to pause, figure it out, and automatically triage the situation? We have over 100 clients and 100 caregivers; something unexpected is going to happen every day, and you have to deal with it.

24:43 Romi Gubes: What was the best answer you ever got to that question?

24:46 Aaron Goodwin: A “silverback gorilla” was pretty good because the reason was, “I’m going to put the team on my back.” My personal answer is a kangaroo, because “I’m going to put you in my pouch and teach you the ways before you go out on your own.” It’s a really fun interview question that unlocks a lot about how a person thinks about themselves.

25:18 Heather Goodwin: When we were searching for a scheduler, I kept saying there has to be some kind of quiz you can give to see if someone can solve this type of puzzle while keeping everybody happy. Scheduling is an art form. I don’t think everybody realizes they have the potential to be a scheduler, so it is trainable, but you have to unlock that part of the brain to handle fast conversations and manage a massive amount of knowledge. You have to know your clients, your caregivers, and how fast you can get someone out to a home. The caregivers also have to respect and love you, because if they don’t like you, they aren’t going to answer your phone calls, which makes the job really hard. We value our caregivers every day. We even do a weekly bonus for our full-time caregivers who show up on time, get zero complaints, and never call off. We throw extra money on their paychecks every single week just for doing their best.

26:50 Romi Gubes: The way I see it, you have the relationship element sitting on top of everything, which requires soft skills like empathy, listening, and matchmaking. Then there is the technical, analytical element of managing the schedule and solving the puzzle. This is where I feel AI and tech can really support people. What kind of systems do you currently have in place to support your schedulers?

27:20 Aaron Goodwin: Our schedulers are pretty independent. We use Generations as our operating system and have had it for years. We’ve thought about switching a few times but haven’t pulled the trigger. We lean on our schedulers to heavily know each client and caregiver personally. Because our schedulers also do the caregiver interviews, they build a relationship with them from day one and are constantly thinking, “Will this person match with that client?” Because of that personal experience, we don’t use a lot of automated tools to put schedules together. I’m sure they would love some extra tools, though.

28:01 Heather Goodwin: Yeah, we rely on them to manually document preferences, like if a client loves a specific caregiver or if a caregiver prefers a certain client. We give our caregivers the flexibility to say no to a shift if they aren’t comfortable with it. So, no automated scheduling tools right now, but we’re looking forward to what’s coming in the future. Our team is excited about it because we are on call 24/7 and rotate shifts. It can make for a long, exhausting weekend before heading back to the office on Monday. We run a lean team, so they welcome tools that help them get more done. They are incredibly client-care focused, so when we brought in Sensi, they initially wondered, “Is this going to replace my job?” We explained that it actually frees them from their desks, giving them more time to go into clients’ homes or build relationships over the phone, instead of spending hours calling 20 different people because a caregiver called off. They really enjoy that shift and look forward to having fewer tedious day-to-day tasks and more time for actual care.

29:57 Romi Gubes: Where do you see the biggest opportunities next when it comes to tech and AI to support your team?

30:08 Heather Goodwin: We’re really looking forward to an automated schedule builder for when there is a call-off. A system that knows the preferred caregivers, calls them first, and then moves to the next round of backup people would be amazing. We also want to alleviate the constant calls regarding clock-ins and clock-outs. Sometimes the phone rings early on a Saturday morning just for a caregiver asking to be clocked in manually, or letting us know they’re running five minutes late so we can inform the client. Automation there would alleviate a lot of our minor problems.

30:54 Aaron Goodwin: Absolutely. Especially when you take the on-call line home. We use one central phone number for all locations, and for on-call shifts, we forward that line to a cell phone. You’re essentially taking an entire office worth of work home with you for the weekend. We’ve had weekends with 30 to 50 calls, balancing both clock-ins and actual care issues, which amounts to a full weekend of work.

31:26 Heather Goodwin: It feels like less now because we’ve been working closely with our caregivers, clients, and staff to establish boundaries between home life and work life. In our early years around 2020 and 2021, they overlapped way too much. Now we enforce an “emergencies only” rule when we’re at home, which has helped prevent staff burnout. Our team is young, and they want that work-life balance just as much as we do. We’ve trained our caregivers on exactly when and what to call for. We also over-communicate during the week to confirm schedules. We ask them specific details: “Do you work Saturday at 3:00 p.m.? Do you have your babysitter and your car lined up?” If everything isn’t set, we pull them ahead of time. Getting those firm confirmations during the week means our weekend on-call shifts are much less problematic and restricted to true emergency triaging.

33:14 Romi Gubes: So overly confirming the exact shifts in advance has been a major help.

33:19 Heather Goodwin: Yes, overly affirming.

33:20 Aaron Goodwin: Not just accepting, “Yeah, I’m working this weekend,” but confirming, “I work Sunday at 8:00 p.m. and Saturday at 3:00 p.m.” Getting those specifics off our team’s plate on Friday would be invaluable because manual confirmation takes up a lot of time throughout the week.

33:43 Heather Goodwin: Yes, exactly.

33:45 Romi Gubes: And what has helped reduce the manual clock-in and clock-out adjustments?

33:49 Heather Goodwin: Our state is implementing mandatory EVV (Electronic Visit Verification), which requires GPS verification. We’ve always done that, so we were ahead of the curve. But we also started telling our caregivers, “If you forgot to clock in, just clock in the moment you remember, and that’s when your recorded time will start.” It instills responsibility. They’ve become much more accountable since we started demanding that professional responsibility. We train our caregivers to be on time, follow up, and write good notes. If they don’t write good notes, we bring them in for extra training. We might be a little strict, but we expect excellence. Asking for clean notes and accurate clock-ins isn’t too much to ask, and focusing on that training has made a huge difference.

35:10 Aaron Goodwin: I agree completely.

35:12 Romi Gubes: That’s super interesting. Let’s shift gears to speak a little bit about growth. How are you looking at growth for the next 12 months? Do you have a specific number in mind?

35:30 Heather Goodwin: We have a big number. As a business right now, we manage about 10,000 hours of care a month, but our goal is to reach 12,000 or 13,000 hours. We just opened a brand-new location in Princeton in January 2026. It’s a market close to my heart because I was born there and spent a few years there, so it feels like home. Our niche is working with rural communities. There are so many counties out there that don’t even have basic access to home care. Despite high gas prices, we make it a point to get out there and help the farmers and veterans who live in the middle of nowhere.

36:31 Aaron Goodwin: Our main office is in Rockford, which is a city environment, but our other offices are in farmlands. Some of our care managers might drive over an hour to get to a client’s house. We try to hire locally in those areas, but if we have to go out for a quality visit, it’s quite a drive. Our biggest growth opportunity is pushing more hours through those rural territories. We’re just getting our feet under us with the new Princeton office, and we’re hoping Sensi will be a major differentiator for us there. There are only one or two other agencies in that area, and we want to show that we can provide superior care because of the insights we get through Sensi.

37:34 Romi Gubes: How do you connect that technology value to the caregivers?

37:35 Aaron Goodwin: Half of our caregiver force initially worries about the extra supervision, but the other half immediately sees the value it brings to the client. We connect with them on that shared piece: “Hey, this helps you do your job better, and the clients will like you more.” They respond really well to that idea.

38:04 Heather Goodwin: We aren’t there 24/7. If our caregivers are only there twice a week, what is happening the rest of the time? Explaining to the caregivers that the technology is focused entirely on client safety and proactive health screening helps them get on board. It helps us keep seniors in their homes longer, which is everyone’s ultimate goal.

38:43 Romi Gubes: So you’re looking to grow around 30% over the next 12 months, which is a big number. You mentioned that demand isn’t the issue because your name is out there and word of mouth is strong due to your quality of care. Are you working with professional referral sources as well?

39:10 Heather Goodwin: We do. We work with a summary house, several grant programs, and the VA, which has given us referrals for a very long time. We know exactly what they expect. One of our primary niches—though I’m almost afraid to say it out loud—is that we can start cases right away. When an urgent situation comes up, we try our best to say “yes” and initiate care immediately. Whether someone had an accident or is unexpectedly discharged from the hospital, they might need temporary or long-term help right this second. We make it work so the patient can get home safely and their family members can return to their lives and work. That quick turnaround is a major niche for us, and we work closely with all our partners to maintain it.

40:24 Romi Gubes: How do you manage to start cases so quickly? Everyone wants care to start “yesterday,” especially when a parent is leaving the hospital tomorrow. How do you ensure you have reliable caregivers ready for those urgent situations?

40:41 Heather Goodwin: It comes down to having a dedicated pool of reliable caregivers who are willing to pick up short-notice shifts for us. To achieve that, we rely heavily on our schedulers.

40:58 Romi Gubes: Right, because they have such strong relationships and know the nuances of both the clients and caregivers, allowing them to know exactly who to approach when something is urgent.

41:15 Aaron Goodwin: Exactly. We try to operate slightly over our caregiver threshold so we always have the capacity to say “yes.” We also charge an upfront service fee for emergency 24-hour setups, and most of that money goes directly to the caregiver as an incentive. We might pay our best caregivers overtime or give them an extra bonus to get out to a shift tomorrow, and we have a lot of caregivers who will happily step up and say yes. Great caregivers are everything, so having the right team in place is always priority number one.

41:57 Romi Gubes: Imagine a scenario where one of your schedulers suddenly gives a one-week notice because they have to relocate or retire. What happens to the business continuity?

42:15 Aaron Goodwin: Our operations manager, Sarah, is a former scheduler. We’ve always cross-trained our leadership so that if someone leaves, someone else can immediately absorb that responsibility. For example, when one of our schedulers went to Scotland and Ireland for two weeks, Sarah jumped right into her spot to handle the scheduling. Heather was also a former scheduler and could easily pick it back up if needed. Our office is structured so that if someone is out, everyone is ready to step up. People in our office will literally volunteer and say, “Hey, give those shifts to me to manage.” Everyone is so client-focused that they refuse to let a client or caregiver drop. It becomes an all-hands-on-deck situation until that position is replaced.

43:24 Romi Gubes: It sounds like you’ve developed a DNA where everyone can do everything if need be, which removes any single point of failure.

43:41 Heather Goodwin: Yes, and because we all rotate the on-call shift, we all have to act as schedulers to some degree. We’ve all had to go out and physically fill a care shift ourselves before.

43:59 Romi Gubes: Wow, you’ve personally filled care shifts as owners?

44:00 Heather Goodwin: Yes, I have. It doesn’t happen often, but when it does, it leads to a serious look on Monday morning to ask, “Why did we have to fill that shift? Why didn’t we have excess caregivers available?” When Aaron or I take the weekend on-call rotation, we are fully immersed in it. Our team knows that our Monday morning meetings will be very direct based on what we experienced over the weekend—whether we need to hand out great compliments for a smooth weekend or fix operational gaps. We look at our mistakes, identify what didn’t work, and find better alternative ways to handle those situations in the future.

45:06 Aaron Goodwin: I agree. We also do a morning huddle every single day at 9:00 a.m. with the whole team. It allows us to learn together. If one person encounters an issue, it’s presented to the group so everyone learns how to handle it. All of the clients belong to all of us, so knowing a little bit about everybody is a priority. It ensures that whoever is on call over the weekend is fully equipped to handle any client or caregiver issue that comes up.

45:31 Romi Gubes: Point taken. I have tons of questions more, but unfortunately, we have run out of time. Any final thoughts or messages you want to leave with our audience?

45:46 Heather Goodwin: We are incredibly excited and expectant about what the future looks like for us. Our goal is to be the top agency helping seniors stay in place with the highest quality of care and the best-trained caregivers. Partnering with Sensi has already brought us so many operational wins. We’ve caught early UTIs and prevented major falls. It has also transformed our training. For example, we had a caregiver who was struggling with a client’s specific shower setup. Sensi alerted us to the issue, and we were able to immediately send the caregiver a Teepa Snow instructional video to train them right on the spot. A few years ago, we wouldn’t have even known they were struggling. Now, we can communicate proactively and be true team members to our caregivers. We’re just going to keep pushing to be the best we can be for our community.

47:24 Romi Gubes: I love it. It is an honor to serve you and your agency. Seeing the passion in your eyes, it is clear that this work is truly your calling. Thank you for serving your community, making quality of care your top priority, and finding ways to support your caregivers better. Your hearts are absolutely in the right place. I wish you the best of success with your 30% growth goal this coming year—I am certain you will get there. Thank you both for being with me today.

48:01 Heather Goodwin: Thank you so much for having us. We’re so excited. Thank you!