How Much Does an Assisting Hands Home Care Franchise Owner Make?

Item 19 officially measures Gross Revenue, not owner earnings. Its Reporting Period is calendar 2025, and its tables list revenue by affiliate or franchised location grouping. The FDD expressly states that cost of sales, operating expenses, and other costs must still be deducted to obtain net income or profit.

“Gross Revenue” includes the selling price of services and products and other operating income, whether collected in cash or credit. It excludes specified sales taxes, client refunds, valid discounts, coupons, and credits. It does not deduct credit-card fees, returned checks, or bad-debt reserves. That definition makes the figure a top-line revenue measure rather than cash collected or profit.

The official 2025 Reporting Group is broad, but it is not a clean per-unit dataset. The FDD says 201 franchised locations and five affiliate locations were represented. At year-end, the system had 232 franchised locations and five affiliate locations, so the stated franchised reporting population equals about 86.6% of year-end franchised locations.

Seven franchised locations that ceased operations during 2025 were excluded, even though each had operated at least one year. Thirty-seven franchised locations opened during 2025; six were included only because existing franchisees reported revenue collectively. Those exclusions and combined reports may make the published table look different from the economics of a newly purchased single territory.

Because the FDD does not collect consistently separable revenue by Business. Franchisees may operate up to three adjoining Assisting Hands Businesses from one Office, and some exceptions operate more. Multi-business owners can report one combined Gross Revenue figure; several rows also aggregate more than one Office. Dividing those totals mechanically would create invented per-unit results.

The scenario therefore uses only the 36 franchised Table 2 rows that identify exactly one Business and one Office. This is a derived analytical cohort, not a separate franchisor-published average or median. The cohort’s 25th percentile is $535,657, median is $897,020, and 75th percentile is $1,315,099, calculated from the disclosed row values using linear interpolation.

Source: 2026 Franchise Disclosure Document, Item 19, pp. 49–54; Item 20, pp. 55–60. The FTC guide to evaluating Item 19 earnings claims explains why Gross Sales do not establish profit and why buyers should examine data sources, limitations, and assumptions.

The estimate combines FDD-derived revenue quartiles with an official but broad IRS net-income margin. Conservative, Base, and Upside scenarios use the one-Business/one-Office cohort’s 25th percentile, median, and 75th percentile Gross Revenue. These observations are revenue anchors, not probabilities or promises.

Active operation can raise total owner benefit, but the increase is compensation for work performed. Item 15 says the Assisting Hands Business must be managed by the owner or an approved Principal Owner, and the franchisor prefers Principal Owners to supervise and directly operate the Business. A General Manager may be allowed only under specified conditions.

The General Manager must be approved, satisfy experience and licensing requirements, complete training, and own at least 10% of the franchise entity. Even then, a Principal Owner must remain knowledgeable, involved, and ultimately responsible. Therefore, the FDD does not support a passive-income characterization.

The owner-operator view adds $100,050 of manager labor value to each residual-profit scenario. That amount is the May 2023 BLS annual mean wage for General and Operations Managers in NAICS 624120, Services for the Elderly and Persons with Disabilities. It excludes benefits, payroll taxes, and the FDD’s 10% equity requirement, so it is a labor-value benchmark rather than a forecast of the exact cash salary a franchise would pay.

Caregiver labor economics and client volume are likely the largest operating drivers, while the FDD’s percentage fees create a meaningful recurring burden. The exact owner result depends on the spread between client billing rates and caregiver wages, utilization, overtime, workers’ compensation, recruiting, office payroll, and collections—none of which Item 19 discloses.

The scenario does not subtract these fees again from the 4.74% IRS margin because that margin is used as an all-in net-income proxy; adding fees separately would risk double-counting. Instead, the model assumes the resulting margin is what remains after the complete operating expense stack, including recurring franchise obligations. This is a modeling assumption, not proof that the IRS population bears the same fee structure.

The official brand’s public fee and earnings-information page likewise describes the sliding 5%–4% royalty and states that profitability varies with clients, location, capacity, operating costs, and management.

The largest swings come from billable-hour density, caregiver labor economics, licensing, collections, and the owner’s staffing model. These variables can move actual results outside the published scenario band in either direction.

• Client-hour density: More billable hours can improve office-staff and rent absorption, but only when pricing covers caregiver wages, payroll burden, overtime, and unfilled-shift costs.
• Labor market: Caregiver recruiting, retention, wage rates, workers’ compensation, and scheduling efficiency can change the gross margin materially.
• Licensing and service mix: State requirements, skilled-medical eligibility, registered-nurse staffing, payer access, and temporary staffing can change both revenue and expenses.
• Collections: Item 19 Gross Revenue is not limited to collected cash; bad debt, payment timing, and credit-card costs can reduce cash available to the owner.
• Office structure: One Office can support multiple adjoining Businesses, but shared overhead, added management, territory development, and revenue aggregation prevent simple multiplication of one-unit earnings.
• Financing: Interest is embedded only indirectly through the IRS benchmark, and principal payments are excluded. Actual debt service can reduce cash distributions substantially.

A buyer should rebuild the model with territory-specific price, labor, licensing, staffing, and debt assumptions. The scenario is useful for framing diligence, but it is not a substitute for written substantiation, full franchisee financial statements, or a local operating budget.

• Request Item 19 written substantiation and confirm how every Table 2 row maps to Businesses, Offices, owners, opening dates, transfers, and combined reporting.
• Ask for a one-Business/one-Office cohort directly from the franchisor, including average, median, quartiles, losses, and the treatment of closed or transferred locations.
• Interview several current franchisees at similar revenue levels and ask for caregiver wages, bill rates, gross margin, office payroll, recruiting costs, bad debt, insurance, rent, marketing, and owner hours.
• Contact former franchisees listed in Item 20 and ask why they left, whether the business generated owner compensation, and how much working capital was required.
• Verify whether the planned owner role satisfies Item 15 and price the actual General Manager package, including salary, benefits, payroll taxes, training, licensing, and the required equity interest.
• Model royalty tiers weekly, not only annually, and include the National Advertising Fund minimum, Local Advertising Requirement, Convention Fee, possible Technology Fee, and state-specific compliance costs.
• Keep owner salary, residual profit, distributions, financing principal, income taxes, and retained cash as separate lines rather than calling all of them “take-home pay.”

The strongest defensible range is approximately $9,000–$102,000 in annual manager-run pre-tax owner earnings for a one-Business/one-Office scenario, with a base case near $43,000. This is scenario-based, not official owner-income disclosure. An active Principal Owner who replaces a General Manager may receive about $109,000–$202,000 of total owner-operator benefit, but the $100,050 labor component is compensation for management work and should not be described as passive profit.

The most important earnings driver is the unit-level spread between client revenue and labor-related operating costs. The largest unresolved uncertainty is that the 2026 Item 19 discloses Gross Revenue but no franchisee expense or profit data, while multi-Business reporting and excluded closures complicate comparison. Before investing, verify the one-Business/one-Office population in Item 19, obtain the franchisor’s written substantiation, and reconcile this scenario against detailed interviews and financial records from comparable current and former franchisees.