Scaling Compassion: The System Behind Touching Hearts' 100-Location Milestone

MINNETONKA, Minn. – July 23, 2026 – Touching Hearts at Home, a provider of non-medical senior care, announced today it has reached 100 franchise locations nationwide. While the number marks a significant milestone, it’s the operational blueprint behind the growth that offers a compelling case study for leaders. In an industry defined by massive demographic demand and a critical labor crisis, the company has engineered a model that attempts to scale a high-touch, mission-driven service by systemizing its culture and support structure.

The achievement, which includes adding over 35 locations in the last two years alone, isn't just a story of expansion. It's a look at how a business can preserve a founder's people-centric ethos while implementing the rigorous systems needed for national growth. For companies navigating sectors where human connection is the core product, the journey of Touching Hearts at Home provides a critical perspective on balancing mission with mechanics.

A System Built on Legacy

The foundation of Touching Hearts at Home's culture can be traced directly to its founder, Renae Peterson, who started the company in 1996. Her sons, co-owners Ryan and Andrew Lungstrom, have made the preservation of that culture their central business strategy. "When our mother retired, we felt a tremendous responsibility to continue what she built," said Ryan Lungstrom. "This company has always been franchisee-centric. Our goal was never simply to grow the brand – it was to preserve the culture, strengthen the support for our owners and ensure the mission she started would continue for generations."

This commitment to a "franchisee-first" philosophy is more than a talking point; it's an operational decision. It’s a strategy that resonates from the company’s earliest days to its most recent expansion. Brandon Briesath, who opened the first franchise in Milwaukee nearly two decades ago at age 25, has witnessed the evolution firsthand. "I believed in the people behind the brand from the very beginning," Briesath noted. "What made Touching Hearts at Home special nearly 20 years ago was the culture and the relationships. Today, that same culture exists, but franchise owners also benefit from a much deeper level of support and business resources."

That evolution from pure relationship-based support to a systemized support structure is the key to the company’s recent acceleration. The leadership has effectively codified the founder's ethos, transforming it from an abstract ideal into a replicable, scalable business asset that attracts entrepreneurs looking for more than just a balance sheet.

The Franchisee-First Growth Engine

Rapid growth is often the point where a company's founding culture begins to erode under the weight of expansion. Touching Hearts at Home has attempted to counter this by building its growth engine around franchisee success. CEO Todd Treml, a veteran of large-scale franchise expansions, has focused on creating the infrastructure to support this model. "Over the last several years, we've focused on building the systems, resources and support structure franchisees need to thrive," Treml stated. "This milestone validates that approach and positions us for continued growth in the years ahead."

This support system includes comprehensive training, dedicated business coaching, marketing tools, and operational guidance. The model is designed to attract purpose-driven entrepreneurs, some of whom, like David Ayad and Mike Dawoud of the new Fort Myers location, are expanding their ownership stake. "After experiencing the support and partnership we received as franchise owners, expanding with Touching Hearts at Home was an easy decision," said Ayad. Dawoud added that the brand's mission, built around compassion by Renae Peterson, was the core inspiration for their expansion.

This sentiment is echoed by other franchisees in the system. One owner noted that the corporate support team was "absolutely amazing," with constant access to guidance and regular coaching calls. This structure empowers local owners to focus on the twin challenges of delivering exceptional care and managing local operations—a crucial advantage in a complex industry.

Navigating the Silver Tsunami

The company’s growth is unfolding against the backdrop of one of the most significant demographic shifts in modern history. The U.S. home healthcare market is projected to more than double by 2035, climbing from roughly $61 billion to over $122 billion. By 2030, all baby boomers will be over 65, and an overwhelming majority—nearly 90%—report a desire to "age in place," creating unprecedented demand for in-home care services.

Touching Hearts at Home is capitalizing on this trend by offering a franchise model that allows local entrepreneurs to meet this critical community need. The non-medical services they provide, from companionship to assistance with daily living, are essential for enabling seniors to live independently. The franchise structure allows for national brand recognition and proven systems, while the local owner provides the community connection and personalized service that clients and their families demand. The company’s strategic expansion is a direct response to this market opportunity, targeting areas with growing senior populations and a need for quality care infrastructure.

The Looming Challenge of Labor

Despite the clear market opportunity, the entire senior care industry faces a formidable obstacle: a chronic and worsening labor shortage. With caregiver turnover rates frequently exceeding 70%, finding, training, and retaining a qualified workforce is the single greatest challenge to scaling operations. This is where the connection between the company's culture and its business model will face its ultimate test.

A strong, supportive culture at the franchise level is a key strategy for becoming an employer of choice in a competitive local labor market. By empowering franchisees with robust support and a mission-driven purpose, the company is betting that its owners can create local work environments that attract and retain caregivers more effectively than competitors. This strategy aims to turn a national operational challenge into a local competitive advantage.

As CEO Todd Treml looks to the future, the path forward is clear but not without its difficulties. "Reaching 100 locations is a significant milestone, but we're just getting started," he said. For Touching Hearts at Home, getting started means continuing to prove that a business model built on compassion can be systematically scaled to meet one of society's most pressing needs, even in the face of immense operational headwinds.