Henry Iwunze: Expanding with Purpose in a Sector Built for Growth

Henry Iwunze is a powerful example of how the home care sector offers more than personal fulfilment, it provides a commercially scalable, future-proof model. A former NHS operations director, Henry transitioned into franchising with Home Instead in 2020, drawn by the opportunity to make a difference while building a sustainable business.

Having become removed from the caring side of his role in the NHS, Henry was keen to reconnect with meaningful, purpose-led work. He chose Home Instead for its values and ethos, an organisation that could demonstrate both quality care and positive outcomes for older people in the community.

Launching Medway, laying the groundwork for commercial success

Henry launched Home Instead Medway shortly after the pandemic, leveraging his operational experience to build a business based on strong systems, service innovation and scalable delivery. The office began by offering companionship care, and after securing CQC registration, was able to deliver personal care within six months, laying the groundwork for longer term growth.

Recognising the commercial potential of more complex services, Henry soon introduced live-in care. This decision significantly accelerated both revenue and profitability while fulfilling a critical need within the community. Over time, he added additional revenue streams including nail care, dementia and Parkinson’s support, and is exploring future service areas such as healthcare at home.

Today, his three offices support over 75 clients, employ more than 40 Care Professionals, and generated £100,000 in revenue last month alone.

Find out how live-in care is supporting commercial growth across our network.

Strategic expansion with a regional approach

By 2023, Henry expanded through the purchase of resale franchise Home Instead Canterbury. A year later, he launched a third territory in Sittingbourne & Sheppey, strategically located between his existing offices. This makes Henry a multi-unit franchise owner operating in a connected area alongside other Home Instead offices, fostering collaboration and peer support. This regional model allows for shared staffing, improved flexibility and operational efficiencies across the business.

With a senior manager overseeing all three locations and local leadership in place at each, the business is structured to scale. Sittingbourne, while still in the early stages, with CQC underway and its first client about to begin care, is already engaging with the local community and building visibility through outreach events.

Curious about owning more than one franchise? Read more on multi-unit ownership.

A scalable business model backed by lender credibility

Henry’s growth has been made possible through careful financial planning and expert support from Home Instead’s National Office. After securing initial funding for Medway, he went on to finance the acquisitions of Canterbury and Sittingbourne through trusted lending partners. Importantly, the franchise model itself is appealing to lenders, who often see it as more secure and established than an independent start-up. The strong reputation Home Instead holds with banks, including long-standing relationships with major lenders like HSBC play a crucial role in this.

Ongoing support, including regular benchmarking, business planning input and peer insights, helps Henry make informed commercial decisions with confidence.

Learn more about the support available with funding.

Why home care is a future-fit commercial opportunity

Reflecting on his experience, Henry said: “This sector supports growth if you approach it strategically. The sector is becoming more attractive to lenders because demand is stable and rising. Through Home Instead, I’ve been able to access funding for acquisition and growth and having that level of credibility opens doors. In the home care sector, commercial success goes hand in hand with social impact. There are few industries where you can scale a business while helping people stay safe, independent and well in their own homes. That’s the real benefit of being in care.”

Looking ahead, Henry’s focus is on deepening his local presence, strengthening recruitment pipelines, and continuing to grow sustainably, all while delivering high-quality, in demand services to an ageing population.

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