Podcast | Healthcare (HC)

Bayada Home Health Care: Purpose, Performance, and the Bayada Way

February 19, 2026

THL’s Healthcare in Action, Season 2, Episode 2

As America’s population ages and the need for care continues to increase, home-based care is rapidly becoming a central pillar of the healthcare system. In this episode, Jon Lange speaks with David Baiada, CEO of Bayada Home Health Care, about how the company has scaled its mission-driven operation to become one of the largest home-based care companies in the U.S. David shares how Bayada’s nonprofit structure, people-first culture, and forward-thinking approach to technology are helping to meet surging demand while preserving compassion at the core of care. With insights on leadership, culture, the future of care delivery, and the importance of listening, this episode offers a powerful vision of healthcare built on purpose and performance.

Key Takeaways:

Bayada is one of the nation’s largest home-based care providers, delivering services across seven specialties in 24 states and five countries.
The organization transitioned from a family-owned company to a nonprofit to ensure long-term mission alignment and sustainability.
Workforce shortages pose a major challenge, and the solution will need to be multi-faceted.
Bayada takes a rigorous, systems-level approach to culture management, embedding values into hiring, training, recognition, and performance.

[00:00:00] David Baiada When we enter someone’s home, it’s a mutual choice. The aide or the nurse is saying, this is a family that I connect with that is a good fit for me and my schedule and my personality. And the family and the client is saying this is somebody that I am willing to open up my home to and I trust to help me in the moments of highest crisis in my life. And that bond, that relationship sometimes takes a few tries. It doesn’t always happen the first time. But I found interestingly that there’s a match for everyone because these team members have chosen this profession. There’s something in their heart that has led them to want to take care of others. You just gotta find the right fit. And when it happens, sometimes unexpectedly, it is transformative for everybody involved.

[00:00:51] Josh Nelson That’s David Baiada, the CEO of BAYADA Home Health Care. And I’m Josh Nelson, head of healthcare at THL Partners. And this is Healthcare in Action. It’s a podcast that explores the latest developments and innovations transforming the U.S. healthcare sector, from cutting edge technology to thoughtful approaches to patient care. I’m here with my colleague, Jon Lange, who will lead us in a conversation about the home-based care landscape and how the latest innovations in technology in AI can drive better patient experience and help meet the increasing need for home-based care in the United States. Jon, take it away.

[00:01:30] Jon Lange Thanks Josh. Today, we’ll look at one of the most important and fastest growing parts of the U.S. healthcare system, home-based care. It’s a sector that supports seniors aging at home, medically complex children, and families seeking lower cost, higher quality care delivered where people most often want to be. Few organizations have shaped it more than BAYADA Home Health Care, one of nation’s largest home- based care providers. In this episode, I spoke with David Baiada, who has served as CEO since 2017. Over its 50-year history, BAYADA has grown from a single Philadelphia site into a large organization with 400 locations across 24 states and five countries. We discussed the company’s founding ethos, its commitment to scalable quality, and the Baiada family’s thoughtful and bold decision to convert the company into a non-profit organization in order to ensure that Baiada’s mission, vision, and values will endure for generations to come. And in another thoughtful move, intended to sustain Baiada’s mission over the long term. Organization recently announced that it will be welcoming its first non-family member CEO in March when David will join the board of directors and serve as a senior advisor. David also shared really interesting perspectives in the future from the rising demand for home-based services and the increasing workforce shortages ahead to the role that virtual care, AI and robotics can play in transforming how care is delivered in the home. We explored leadership, culture and how the simple act of listening to customers and caregivers can make a real impact. So let’s get into it. David, thank you so much for joining me today.

[00:03:03] David Baiada Great to be here. Thanks for having me.

[00:03:05] Jon Lange For those who are not familiar, would you just tell us a bit about BAYADA Home Health Care?

[00:03:09] David Baiada Sure would be happy to. Bayada is one of the nation’s largest providers of home-based healthcare and the largest not-for-profit provider of home-based healthcare in the country. We deliver seven different types of home base services through a network of about 400 locations in 24 states and five countries. And really at the center of our now 50 year history is our mission, vision and values that we call the Bayada Way, which really guides us around a common purpose to help people have a safe home life with comfort, independence, and dignity and to do it for a very, very long time.

[00:03:48] Jon Lange And can you just spend another minute on some of the details of the service lines that you offer. So what does a typical engagement look like with a family? What services are being provided? What team is around that? Just bring it to life for us.

[00:04:02] David Baiada Happy to. Unlike most of the large home-based care providers, Bayada is quite diverse. We deliver home-based care through seven different specialty practices. Each one really operates in a sub-industry unto itself. They are regulated, reimbursed differently, different types of services, different types of workforce. So examples would include predominantly federally funded post-hospital nursing and therapy interventions, what we call home health medicare certified home health federally funded end of life care through the hospice program, Medicaid or state funded personal care services to seniors, similar personal care, services, but funded privately and out of pocket by families. And then one of our largest services is a long term. So 24 hours a day, seven days a week, nursing care to children with medical complexity. These are often ventilator technology-dependent children who have been diagnosed with something that requires support at home full time for years and years and year. So many different types of service that are all regulated and reimbursed differently. In aggregate of about 30,000 clinicians and caregivers out in the community, about half of them are home health aides, about half are nurses or physical occupational speech therapists. And about two thirds of our reimbursement comes through federal or state government.

[00:05:31] Jon Lange And Bayada has a long and storied history. Can you just take us back to the founding really? And what was the founding impulse, the founding mission and how has that come through all the way to today?

[00:05:43] David Baiada Sure. So my father, Mark Baiada, was a 27-year-old aspiring social entrepreneur, maybe before the term existed, was interested in finding an industry where he could build a long-term, incrementally growing business over decades, a desire to do it coast to coast, and a desire to find something where he can also create some community impact and do something meaningful with his life. And so with about $16,000, and a really big, ambitious mission and set of objectives, he opened our first location in Philadelphia as a private pay, personal care, and support services provider to seniors in Philly with $16,000, 200 square feet, and a halftime nurse. And since then has, through a lot of the same ethos of focusing on people and thinking big, we’ve grown and evolved in so many different ways, and I look forward to talking about it more today.

[00:06:42] Jon Lange And you mentioned thinking big, and of course, Bayada has been a pioneer and a market leader for a long time. And so how has that played into your success? Because over time, there have been a lot of home healthcare providers. What is it about how you operated the business, your vision, your mission that allowed you to become a market.

[00:07:04] David Baiada Well, I think a few things come to mind. One, like you said, goals are the foundation of long-term success. And setting a set of ambitious long- term goals was something that, and thinking big is something that my dad has always stood for and has never had a problem coming up with big, audacious, bold goals. I think we had a couple of guiding principles in terms of how we operated the business since the beginning that have also contributed to that sustainable growth over time. A few that come to mind, number one, is we’ve always been focused on scale. How do you deliver a repeatable, consistent, high-quality service experience, not just for the client and their family, but also for the employees and the caregivers? How do we do consistent, high- quality work at scale? We’ve always said, if you’re gonna do something, don’t do it unless you know You can do it in a thousand places consistently with high quality. And so that’s kept us focused on some of the tough decisions to do certain things or maybe in certain cases not do certain thing. Second, I would point to common purpose and values. While at the beginning, they weren’t exactly written down, we’ve always had a really deep sense of purpose and a mission and values system that I think embodied. How we work together, how we treat each other, how we those out in the community. And the Bayada way, through the written word, has only institutionalized that common purpose in a much more sophisticated and successful way over time. And then lastly, I would just say, it’s really one of those core tenets of our value system, but putting our clients first, our customers first, being just an obsessively client-centric culture where our job is to deliver a high quality service and do everything we possibly can to make that happen. And over time, if you deliver a great service and you build good teams of people that are equally committed to delivering that great service, the phone rings more often and you grow. The last thing I’ll mention is we’ve been lucky. The need for home-based care and the benefits available to reimburse and pay for home based care, the technology to enable on different types of home-based care. All these things have have evolved to support an aging population and just a societal shift towards home as the center of the healthcare system. And we’ve just been able to adapt and evolve in parallel to the market overall.

[00:09:41] Jon Lange It’s so interesting to hear you describe it. And there are so many important pieces to that, but in particular, I find it sort of inspiring that not only are you putting clients first, not only you starting with a market that has a huge need, but also this concept of thinking big. I saw an interview with Jeff Bezos not so long ago where he said something like, thinking small is a self-fulfilling prophecy. And I always loved that concept. It can be difficult to set your sights on something big. But at the same time, unless you really have an audacious goal, it’s hard to achieve it.

[00:10:12] David Baiada I would just add, Jon, that I think an important compliment to thinking big is thinking long-term. Often, especially in services like ours, big, bold things take time. And our vision has always been long- term-oriented, and we’re working on 100-year time horizons, whereby if you want to last a long time, you have to think big, because the world will pass you by if you don’t.

[00:10:40] Jon Lange Yeah, it’s really interesting. Maybe taking a step back. Of course, there is so much talk about the aging population in the U.S. And the need for care. Can you just frame up home-based care over the last few years and the opportunity you see ahead to call it for the next 20, 30 years?

[00:10:56] David Baiada Sure. As you described, demographics and birth and mortality tables point to a very predictable trend around the need for healthcare overall. And I think when you complement that with a societal preference for being cared for in the place that you love most, your home, complemented even further by the opportunity to deliver care in a lower cost, higher quality way in the home and all of that wrapped in the fact that there’s just not enough money, and we’re already at almost 18 percent of GDP and climbing. And so all these things together, the need to deliver lower cost, higher quality services in the place where people prefer to a population that needs it, that’s growing every year and will continue to do so for the next couple of decades, it all points towards the opportunity and really the responsibility to elevate home as the most important centerpiece of the healthcare system in the future.

[00:11:58] Jon Lange There’s this incredible demand that’s only growing. There’s also some question about supply. Will there be enough caregivers? How do you supply that? How do make sure there’s enough infrastructure to get people the care they need, particularly in the home? How are you thinking about that, and what’s the challenge, and what is the opportunity?

[00:12:17] David Baiada Yeah. Really important question. The data is quite clear, you know, to oversimplify. The need, as you described it, is growing faster than the availability of people to deliver on that need. The nurse population, the home health aid population, other types of professional and even family caregivers just aren’t available to adequately serve the need as it grows over the next couple of years and decades. And so the solution to that is not simple. There’s a whole portfolio of things that need to be explored. Certainly education reform to expand the availability of nursing education or other types of professional caregivers. Immigration reform clearly a hot topic right now. Things around regulation, like scope of practice, making sure that we’re delegating services to people that can work at the top of their license in order to expand the workforce overall. I think technology is a huge opportunity. Clearly things like virtual care are finding their way scalably into the healthcare system today, but physical AI and robotics, these are things that I think are becoming a reality faster than we ever possibly could have imagined just a few short years ago. And you put all these things together into the crockpot, they need to convert into a recipe for adequate supply to serve on this exploding demand for home-based healthcare over time.

[00:13:41] Jon Lange I think that’s a good segue. I know you have been a real thought leader around technology for home-based care. And so, you know, that has small applications and big applications. And as you said, some of the things people are thinking about now seemed like science fiction, you know, three, five, 10 years ago. So can you talk about some of the things you’re most excited about in terms of technology that could advance home-base care?

[00:14:05] David Baiada Sure. One great example that gets some discussion within health care circles, but maybe underappreciated, is just the fact that there are a lot of people that receive care in a hospital setting today that could get the same level of care in the home. And technology is an enabler of that. It’s not just technology like, you know, monitoring systems and infusion pumps and other things that do matter, but the care coordination and communication technology so that a team can collaborate virtually to support someone getting care at home rather than need to be there physically all the time, like they might need in a hospital setting. There’s just, if you were to ask the average hospital executive what percentage of the people that are sitting in observation beds or in an ED today could be receiving the same level of care with equal or greater quality and safety at home. The answer is usually somewhere between like 10 and 50 percent. And what’s standing in the way is not the technology. It’s adequate sort of organizational, structural, regulatory, and reimbursement frameworks. Technology will enable that to become replicable and scalable for sure, but there’s a lot of really near-term opportunity to make impact there. When you start to move along the spectrum towards things that are more forward-looking, clearly virtual care of all types, monitoring more sophisticated capabilities to deliver interventions virtually to monitor risk to coordinate care virtually and create sense of opportunity. You know, AI obviously introduces a whole new exploding category of forward-looking opportunity around technology-enabled care in the home. For one, maybe less exciting, it enables us to provide services much more efficiently so that we can do more with less. That helps bring down cost, it helps make services and service experiences more efficient and more seamless. And then, you know, as I alluded to, I think robotics are, in many ways, the frontier. When you think of aging and a growing population of people that need care at home, it’s not all medical. Much of what we do as a home-based care provider is as much social, emotional, environmental as it is medical. You know, isolation, depression, other forms of mental health that come with the aging process or a massive, massive component of the healthcare system in the aging population, and robotics can help with certainly with companionship, with isolation, but also with basic activities of daily living for a very large cohort of seniors that are aging in place. And that stuff, what many of us might have thought would never seen our lifetime is absolutely on the very near term frontier over the next couple of years.

[00:16:57] Jon Lange Maybe switching gears a little bit, particularly in a healthcare organization, culture is so important, empathy caring for your customers is so importance. How do you maintain that? How do you recruit for that? How do make sure that in a really large organization with thousands of employees that you are putting the right focus on that and making sure you get the right outcomes.

[00:17:22] David Baiada This is a topic that I am like, incredibly passionate about. And over the last two decades, as our organizations continue to grow and evolve, we’ve learned that it’s important that we think about values and culture with as much structure and intention as we do any other management system. And so many companies, if not all, of any success and scale have management systems in place for things like resource allocation, budgeting, strategic planning. I find that very few take that same level of rigor and apply it to culture. And so our culture management system is something that we spend a lot of time on. And over the last couple of in particular, have really, I think worked hard to elevate the the structure and intentionality with which we we manage those processes and systems just like any other, and a couple of like themes and or characteristics that stand out. So the one that I always point to first is maybe most obvious sadly underutilized is to write it down clear expression of who you are, what you stand for and what behavior demonstrates what good looks like, bringing values into action on a day-to-day basis is something that many companies don’t do. And even those that do, they stop at writing it down in a framed picture on a conference room wall. Second, once it’s written, it has to find its way into day-to-day work through ritual, tradition, and business process. And so, how our values and behavioral expectations show up in the experience of working here, or the experience of being connected to the organization is really, really important through how we train, as you alluded to, how we select and identify talent, how we assess people’s performance against those behavioral expectations, how we celebrate and recognize and reward in a way that’s aligned with our values in a concrete and consistent way. These are all elements of ritual tradition, business process that form a culture management system that I believe is the only way that these things will last and evolve adequately as an organization changes and grows over time.

[00:19:46] Jon Lange Maybe relatedly along the lines of culture, you made the somewhat rare decision a few years back to convert Bayada from a for-profit company into a nonprofit organization. And so how did you think about that? What was the thought process behind that? And then what has the impact been?

[00:20:06] David Baiada The original conversation started when we wrote the Bayada way. Again, we always had a vibrant value system and an organizational ethos, but in the early 2000s, we realized as we grew, we needed to write it down, as I just mentioned before. And when we write it down, there was a couple of key words that emerged in the document, specifically to build and maintaining a lasting legacy as part of our long-term vision that instigated a conversation about what does that really mean? What is our legacy? What do we want our organization’s legacy? To me, and we sort of translated it in shorthand to, well, we want to last 100 years. We want to continue to be here in the community, serving more people with great teams at a high level. And that then led to a very intellectual conversation about, well, how do you build a growing, thriving, innovative company that lasts 100 years? When you look around, there aren’t many companies that last 100 years. And when you start to look at the ones that have or haven’t, certain characteristics and patterns emerge. Most family-owned businesses do not last 100 years. Many organizations, for lots of different reasons find, maybe they last, but they change or they lose connection to their original purpose. We felt very strongly, we wanted to have a vibrant purpose-driven company that lasted a long time, and many of the successes turn out to be not-for-profits. These are institutions that, like your local hospital, the Red Cross, your university, that have established an ownership and governance structure that, on average, tends to last longer. And so we decided, as a family and as a company, that in the spirit of that long-term goal, we would convert the ownership structure into a not-for-profit. And so five years ago, we were 100 percent founder owned my dad, owned 100 percent of the company and self-funded. And we took 100 percent of that equity and contributed into a newly formed 501C to become a not-for-profit. And while that doesn’t guarantee that we’re gonna last 100 years, it hopefully increases the likelihood through, you know, ownership and governance structures that can stand the test of time.

[00:22:23] Jon Lange Really thoughtful. And what I find so compelling about that is that there are all these benefits of being a nonprofit, as you say, and hopefully more staying power and more of a long-term focus. At the same time, at least the stereotype of nonprofits can be that they are less on the ball and less focused on management systems and less focus on KPIs. And I think the really compelling thing that you’ve done here is take sort of the best of both worlds, where you’re taking the seriousness of the strategy and the entrepreneurship of a for-profit company with the long-term orientation of a nonprofit. And it seems like it’s going really well.

[00:23:00] David Baiada No doubt. I think we use some vernacular inside the organization about the intersection of both purpose and performance. And to make the Bayada come true, to be here in 100 years continuing to serve more people in more places, you need both. You need clear sense of purpose, commitment to those long-term values that bring the organization its soul, but you also need to execute. You need results because without results, particularly on the left pillars, if you don’t build great teams of people that deliver a high quality, great service experience, you won’t grow. People will stop calling. And so results matter, and you can’t have purpose without performance and vice versa.

[00:23:41] Jon Lange One thing you mentioned is the importance of attracting great leaders. Is there anything from your own experience, mentors you’ve had, lessons you’ve learned from them, which you think really shaped you as a leader?

[00:23:52] David Baiada Oh, definitely. One that stands out became probably my favorite, what we call key action written in the Bayada way. Once we codified in that document, all these values and it’s listen closely, show empathy and respond to the needs of others. I find that in services, any type of service you purvey in your life, whether it’s tutoring services or plumbing services, really anything, often one of the things that’s most correlated with your satisfaction with that service is did they listen? Did they listen and were they authentically curious about what I needed and what I wanted and how I felt? And did they then actively address those things in an explicit and thoughtful way? And when I engage with clients that are unhappy with their service, often it’s because they didn’t feel adequately listened to. And so we teach listening and connection and empathy in a very very intentional way because it is often highly correlated with not just the service experience but the quality outcomes as well.

[00:24:52] Jon Lange It’s really interesting and there’s so much there, but one thing I find particularly compelling and rare is the, are you authentically interested? Often when you train someone to listen or you tell someone to listen, they might listen out of a sense of obligation or something, but to really authentically be interested and authentically engage and authentically be empathetic is so rare and so compelling when it happens as a customer.

[00:25:18] David Baiada Well said. I think, importantly, though maybe somewhat nuanced for many people, there’s a reason that compassion is one of our three values and not empathy. And that’s because we define compassion as empathy and action. Empathy means you’re tuning in and you’re listening. But compassion means you are doing something about it. And you have to really want to act on that empathy in order to be compassionate. And it’s the essence of what I think you were alluding to as well. Our job is to act on that empathy. And sometimes it’s really hard. It’s difficult. You have to overcome all kinds of obstacles to make a difference in someone’s life beyond just listening and tuning in. Acting on it takes a whole different set of commitment and authenticity that often is what separates and helps us stand out.

[00:26:11] Jon Lange Make sense. Of course, you spend all your time leading a healthcare organization, but we are all consumers of the healthcare system ourselves. Are there any personal stories that stand out that inform how you operate your business?

[00:26:25] David Baiada One thing that I think inspires me to think about it that way is my own experience growing up. I had a grandmother who lived with us and she had a disability and had a Bayada aid in the house on average 20-25 hours a week. You know, I was a kid, and I wasn’t paying much attention to in what way the aid was helping my grandmother every day. But what I remember about those caregivers was how they became a part of our family, how they were connected to and engaged like an aunt or a sibling, not like a professional paid caregiver. And that dynamic, you know, I think teaches a few lessons. One, just the importance of relationships overall, but also the importance of that match, that connection, that sort of bond that happens with home-based care. You know, when you’re in a hospital, you don’t get to choose the nurse that comes into your room. They’re just assigned, right? When we enter someone’s home, it’s a mutual choice. The aid or the nurse is saying, this is a family that I connect with that is a good fit for me and my schedule and my personality. And the family and the client is saying this is somebody that I am willing to open up my home to and I trust to help me in the moments of highest crisis in my life. And that bond, that relationship sometimes takes a few tries. It doesn’t always happen the first time. But I’ve found, interestingly, even the caregivers that some people would write off as unreliable or maybe difficult to employ. There’s a match for everyone, because these team members have chosen this profession. There’s something in their heart that has led them to want to take care of others. You just got to find the right fit. And when it happens, sometimes unexpectedly, it is transformative for everybody involved. And that’s why it’s another way that we like to say our clients come first. You have, this person needs help, you have to find a way to get it done, even if it takes a few tries, because that match will emerge. It exists. You just gotta work.

[00:28:42] Jon Lange It’s fascinating to hear you say that. I’ve seen similar dynamic with my grandmother years ago and my parents more recently, but also I’m reminded I have a young son, and in finding a nanny, I was sort of surprised in how our process went because there are all these line items in the job description. And then at the end of the day, you sort of throw those out, and you say, like, is this person going to love my son and care for my son, and be empathetic and compassionate. And so it is interesting how you are bringing that to bear at scale, and how maybe it is easier, more natural to think about that for a single engagement. But when you scale that up to tens of thousands of employees working every day, how do you optimize for that? No doubt. Finally, a number of people listening to watching this podcast will be coming out of school, either college or business school or something like that. Aspiring to be leaders at great healthcare organizations. Is there any advice you would give them either on where to focus or what qualities to develop so that they can be successful as leaders?

[00:29:49] David Baiada A couple of things come to mind right out of the gate. Number one, I place high value in curiosity. I think in service businesses, healthcare, and others, curiosity leads to learning. These services are complex. Every client interaction is different. Healthcare is not getting any simpler payer, reimbursement regulation, labor. And most days, I’m making decisions on things that I’ve never done before. Issues that I have not that much experience with. And if I don’t enter that conversation with a sense of humility that this is something that I’m no expert on and a curiosity to learn about it as much as I possibly can and as quickly as possibly I can in order to make good judgment, then it would never happen. It would never happened. And so curiosity at all levels, I think leads to good things. The second and maybe more important is an expression of curiosity, which is to spend time where the care happens. I can’t tell you how many people I’ve met, even in our sector of the healthcare system, who have rarely sat on the couch in the home of a client, and rarely sat in the couch in the home of a caregiver, until you sit and you talk and you listen and you engage and you connect with the work as it’s happening, with the people who are experiencing and delivering it every day in the setting where it happens. It’s all conceptual. It is all conceptual. And so we say inside of Bayada, you gotta get on the couch. And I think, again, for new leaders, but for existing leaders as well, if you don’t allocate the time to get on a couch, not only is it important so that you can tune into the work and use it as the basis for good decision making, but it also fills your cup, right? You don’t get into this unless you have something inside of you that is drawn to the purpose of the delivery of a meaningful service in the healthcare setting. And when you watch it happening and you connect with the people that are doing and receiving it on a regular basis, it’s like a massive energy driver that I think is really critical because the work’s really hard. It can get very stressful. Like I’m bearing the burden of other people’s life crises every single day. And without that connection and that energy, it’s burnout city all day. And so getting on the couch, I think, is really, really important.

[00:32:20] Jon Lange It’s great advice and really resonates with me at THL. We make a point of doing regular home visits for our home-based care providers as well. And it is so meaningful and does bring you back to, with every financial decision you make, every business decision, how is that ultimately gonna impact the patient? David, thank you so much for joining me. Really enjoyed the conversation. It’s always a pleasure.

[00:32:43] David Baiada I enjoyed it as well. Thanks for having me.

[00:32:48] Jon Lange As we wrap this episode, I’m joined by my colleague, Megan Preiner, managing director at THL. Megan, there’s so much talk about the aging population in the U.S. And what it means for the healthcare system. Of course, Bayada is one of the largest providers of home-based care, and there are pretty powerful tailwinds driving more care into the home. Can you put the market dynamics in context for us?

[00:33:09] Megan Preiner Jon, you’re exactly right that the aging population in the U.S. is a critical issue for all of us. It’s not only an issue of demand, there’s also an increasing labor shortage, consumer preferences to be cared for in the home, and technology that’s making home-based care possible more safely and more often. David highlighted these dynamics in some of the challenges of meeting the needs of an aging and increasingly medically complex population, but there are a variety of ways that the healthcare system can rise to the challenge. In particular, I thought David made great points about scaling provider organizations thoughtfully, focusing on both mission and performance, and leveraging the latest technology to make care as efficient and scalable as possible against a backdrop of very limited resources. There are a number of different care models and solutions that can help meet the need, but these principles will continue to be a key part of almost any successful care model in any successful organization.

[00:34:01] Jon Lange David talked a bit about how Bayada is bringing technology to bear to drive efficiency and performance. How do you think about the significance of AI and just new technology more broadly in home-based care and in other providers?

[00:34:15] Megan Preiner It was really interesting to hear David talk about the aspects of technology that he’s excited about. And we’re actually seeing the same thing across our portfolio. AI is impacting every healthcare business and just about every business across the economy. Healthcare providers are no exception to this. In one of our providers, we’ve seen AI text and voice agents drive a significant improvement in recruiting. And in particular, conducting first round interviews with new candidates. In cases where there just isn’t enough capacity, or where responsiveness and high touch are critical, AI can be incredibly effective. There’s so many potential applications of AI in provider businesses, and given how fast the technology’s advancing, we’re really excited about the opportunities for that technology to drive not only efficiency, but better patient care over time. At THL, we actually have dedicated resources to help our portfolio companies navigate the quickly evolving landscape and incorporate the best new technologies so they can stay ahead of the game and provide the best care and experience for their patients.

[00:35:13] Jon Lange Megan, David’s comments reminded me a lot of my conversation with Katie Tardiff from CareForth a few months back, in terms of how important and central mission and values are to the Bayada organization. What does that mean to you as an investor in providers and other healthcare companies?

[00:35:30] Megan Preiner I was thinking the exact same thing listening to your conversation with David. It’s really impressive how the Bayada’s have been so thoughtful about embedding mission into their organization, and that’s something that’s really important to us at THL as well. We’re mission-driven healthcare investors, so we always look to partner with companies and management teams that are mission-driven first. And that’s what I love about my job. We partner with mission-driven teams to drive best-in-class care to as many patients as possible. And that comes through in every aspect of our job as investors, from choosing which companies to invest in, to partnering with management teams day to day, to how we think about strategic growth of our portfolio companies. We’ve had decades of experience helping companies grow. And when we find a company and a management team with a great mission and care model, we roll up our sleeves and do everything we can to help that company succeed. That process never gets old to me, and it’s really rewarding to play a role in helping companies grow so they can provide the best care for even more patients.

[00:36:25] Jon Lange Megan, thanks so much for joining me. I’m really excited about what Bayada is doing and the impact home-based care can have on families across the U.S. And I’m looking forward to continuing the conversation with you and David very soon.

[00:36:38] Josh Nelson Thank you for listening to Healthcare in Action, brought to you by THL. To help Healthcare in Action, reach more listeners like you, either share this episode with a colleague, subscribe to the show, or rate or review us on Apple Podcasts. And for more background on THL’s Healthcare Vertical, visit thl.com/verticals/healthcare.