Cross-Border M&A Ignites Senior Care Franchising in the US

By Sean Goldsmith

How Switzerland’s Dovida Is Supercharging A Place At Home’s U.S. Expansion

In February 2026, Switzerland-based Dovida executed one of the most strategically significant deals in non-medical home care franchising: its acquisition of Omaha-based A Place At Home, a 55-unit franchise network delivering companion care, personal care, medication management, and recovery support to seniors across 27 states. What could have been just another roll-up in a consolidating sector has become a masterclass in cross-border value creation—blending Dovida’s global operational expertise, substantial private-equity capital, and A Place At Home’s proven founder-led model to fuel disciplined, aggressive growth in America’s largest and most fragmented home care market.

The deal marks Dovida’s entry into North America and signals how international operators are importing best practices to crack the U.S. senior care code at the perfect demographic moment.

The Players: A Natural Cultural and Operational Fit

A Place At Home was founded in 2012 by childhood friends Jerod Evanich and Dustin Distefano in Omaha. They began franchising in 2017, deliberately building a lean, relationship-driven model focused on mid-sized and smaller markets rather than oversaturated coastal cities. By early 2026, the network had grown to approximately 55–57 units. Average annual unit volumes sit comfortably above $1 million, with top-performing locations—like the one in Little Rock, Arkansas—exceeding $4 million. The franchise investment range of roughly $91,000 to $166,000 keeps the opportunity accessible for motivated entrepreneurs.

Dovida brings deep international experience in scaled home care. Built from master franchise rights to Home Instead across Australia, New Zealand, the Netherlands, France, and Ireland, the company rebranded in 2025 following an amicable separation after the global Home Instead brand changed hands. It now supports around 30,000 seniors annually with a workforce of approximately 20,000 caregivers. In 2025, European private investment firm Ardian acquired a majority stake, providing the capital and strategic support for transatlantic expansion.

The cultural alignment was intentional. A Place At Home’s founders sought a partner that prioritized people over technology. Dovida’s emphasis on dignity, independence, and relationship-based care matched their own philosophy perfectly.

Leadership Continuity and Strategic Hires

To ensure a smooth transition, Dovida kept the founding team deeply involved. Dustin Distefano now serves as COO of franchise operations, while Jerod Evanich oversees corporate operations. The entire executive team remains in place, and the A Place At Home brand continues unchanged. This rare approach in M&A has already delivered strong results: zero franchisee attrition and early positive feedback from operators.

A key addition is Mike Boyer, former COO of Home Instead Senior Care (2015–2021), who was appointed CEO of Dovida North America in January 2026. Boyer brings intimate knowledge of the U.S. market, deep franchising expertise, and credibility with operators. His mandate is clear: focus relentlessly on fundamentals—marketing, training, and hyper-local execution—rather than disruptive overhauls.

The Growth Playbook: Mid-Market Focus and Global Best Practices

Dovida’s ambitions are bold yet measured: double the network to more than 100 units within two to three years, with 17–21 new locations targeted for 2026 alone. Longer term, the goal is to triple the size in five years. Expansion will concentrate on underserved mid-size metropolitan markets, avoiding major cities already dominated by larger competitors. This strategy leverages A Place At Home’s historical strengths and Dovida’s success scaling in similar non-metro environments overseas.

The company is introducing proven tools from its global portfolio, including enhanced franchisee training programs, potential new service lines such as live-in care, and a corporate buyback program for high-performing franchisees seeking an exit. These initiatives provide liquidity and signal long-term commitment to quality operators.

Distefano has described the transition as a period of alignment on strategy, with renewed emphasis on operational consistency, caregiver support, and local execution.

Why This Deal Matters

Non-medical home care franchising has become a magnet for investment because the model effectively addresses labor challenges and enables scalable delivery in a highly fragmented, reputation-driven industry. The U.S. demographic tailwind is powerful: the senior population is growing rapidly, and more older adults prefer to age in place. The market is large, durable, and resilient.

International buyers like Dovida offer distinct advantages. They bring decades of hands-on experience operating across varied regulatory and cultural environments, along with battle-tested systems for caregiver recruitment, retention, and training. In an industry where caregiver turnover remains a persistent challenge, this expertise is invaluable.

For franchisees, the deal delivers stability and upside: deeper resources for marketing and training, credible exit options through buybacks, and access to global best practices while retaining local autonomy. For the broader franchising community, it reinforces that senior care remains one of the most resilient and investable categories—recession-resistant, purpose-driven, and demographically unstoppable.

Looking Ahead

Dovida’s entry into the U.S. market is more than one company’s growth story. It serves as a template for how franchising can accelerate in the global care economy. By preserving founder DNA while injecting international scale, capital, and operational rigor, the deal avoids the cultural clashes that often undermine acquisitions.

Early indicators—zero attrition, franchisee enthusiasm, and a disciplined focus on fundamentals—suggest the integration is progressing strongly. As America’s senior population surges, the winners will be those who combine deep local relationships with global execution.

Dovida and A Place At Home appear well positioned to lead that charge, proving that in senior care franchising, the future belongs to those who can scale compassion with discipline. The coming years will show whether this cross-border model can not only double the network but also redefine high-quality, franchise-powered home care on a continental scale.