He created a business, then it sold in a $ 750 million deal

When Shelli Sun Berkovitz went out to find a reliable in-home care for her grandmother, she did not know that she was about to change an entire industry. The first National in-Hom Care Brand-The first National in-Hom Care Brand-a bold, unconventional step in healthcare, the first national in-hom-carriage manufactured for the brightstar care, quickly became a spark for brightstar care.

Nearly two decades later, Brightstar Care, 2025 franchise is ranked #189 at 500, developed into a coast-to-seat network with hundreds of franchisees from a single Chicago location. Earlier this year, Berkovitz finished the journey with a private equity exit of $ 750 million-the largest in the-in-hom care sector.

entrepreneur Talked with Berkovitz about the individual experience inspiring the Brightstar, why she bets on franchise at a place where it was almost unheard, and what is now focusing after one of the largest deals in industry history.

Reactions have been edited for length and clarity.

Related: Consideration of franchise ownership? Start now to find your personal list of franchises that match your lifestyle, interests and budget.

You started brightstar care after you struggled to find reliable care for your grandmother. What did you see in the moment that you want to make a business around it?
Back in 2001, our family needed both non-medical care-and things like food and food-and medical care, including pain management from a nurse. At that time, that combination was not present under a roof. We had to search for two separate companies that did not communicate with each other, and it was tense.

After my grandmother’s death, I could not let it go. I thought, If our family had this problem, how many other struggles are they struggling? I gave myself six months to try to solve it, and from the beginning, I made Brightstar with a nurse on every team and a clinical-first, high-touch model. If the families were paying from the pocket, I wanted them to have peace of mind and high quality of life.

You did not come from healthcare. How did your external perspective help – or challenge – as you entered the industry in 2002?
I am a CPA from the background and managed hundreds of people in insurance. I was at risk, but I knew how to build systems and lead teams. Coming from outside in healthcare helped me focus on what matters most: family.

That “True North” directed every decision, especially during the Kovid -19, when it was so uncertain. I had to use a rank order – our senior is the first, as they are the weakest. At all costs, we had to protect them. And then, how do I take care of my care? Then, how do I take care of my franchise? How do I take care of my corporate team? And finally, how do I take care of myself and my family? That clarity made me a strong leader in the most difficult moments.

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The time you started, it was not very common in healthcare. Why did you believe this was the right model for Brightstar?
I discovered franchising through family. My mother -in -law was investing in a hotel property, and I went through their new owner training. I realized that franchising was not just fast food – it could work in many areas. I thought, How many people with business skills and a love for their grandparents would like to provide such care? Franchising gave us a way of quick scale keeping a clinical-first model. But I was strict on whom I let me go. It was not just about financial resources – the franchise must have heart to do it correctly.

What was the biggest obstacle in scaling brightstar care in a national brand?
State licensing. Non-medical care has very little regulation, but medical care has a lot-and each state is different. Initially, I had franchises in six states, with all different requirements. This was a real challenge.

Another obstacle was increasing and developing the system when the franchises were not always ready for change. For example, creating a National Advertising Fund. It was difficult to ask the franchise to contribute more, but without national marketing, we could not compete. That decision, by turning on plus exposure undercover Boss In 2012, we helped grow our brand awareness to compete with very big players.

https://www.youtube.com/watch?v=3-cp7bkgmea

Did you have a turn when you realized that Brightstar had grown up with your imagination?
Our annual conference. I will look out in a room filled with 50, then 100, then 300 franchises and suppliers, and it would have hit me: it all started in 2002 with a spark. I don’t think I have ever stood without tearing on that podium. The effect we have made is heavy.

Earlier this year, you sold a majority stake for private equity in a $ 750 million deal. What did that milestone mean personal and professional for you?
To be clear, the systemwide was about $ 750 million in systemwide sales at the time of brightstar SalesI will not share the exact price, but it was beyond my wild dreams. For me, however, it was not about money. I went away from the earlier deal when I realized that the buyer’s values ​​did not align with me, even if I knew how much money would be killed in my bank account. Most matters that the correct steward was available for the Brightstar.

Related: This is the most important thing that you can do to improve your business, according to the co-founder of $ 32 billion company

Other founders should know what lesson you took from the exit process?
Do not assume that the highest bidder is the best companion. The founders care deeply about their “baby”, and the values ​​are more than alignment cases as much as you can feel. The sales process is 25% transaction and 75% emotional. Make sure you have advisors who understand both sides.

What gaps in support for founders, are you addressing your new initiative, founder with the founder 2founder?
When I was undergoing my sales, I did not find an advisor who was really in my shoes; Most usually focus only on numbers. The founder gives 2Founder resources to help entrepreneurs to help them through scaling and sales. I want to give more support to women, because most of the people I dealt with were private equity people. I want women founders to have a safe place and get the help they need.

What’s next for you?
I will continue as an executive chair in Brightstar, but I am also investing Angel. I am a partner with some private equity firms – I stopped my third deal yesterday – through – Next stage capitalWhich is my family office. This next chapter is about the combination of capital with sympathy to help other entrepreneurs to make them successful.

Related: No experience? No problem. How did the franchise make a $ 3 million business for the first time.

This article is part of our ongoing female Entrepreneur® series, exposing stories, challenges and victory to run business as a woman.

When Shelli Sun Berkovitz went out to find a reliable in-home care for her grandmother, she did not know that she was about to change an entire industry. The first National in-Hom Care Brand-The first National in-Hom Care Brand-a bold, unconventional step in healthcare, the first national in-hom-carriage manufactured for the brightstar care, quickly became a spark for brightstar care.

Nearly two decades later, Brightstar Care, 2025 franchise is ranked #189 at 500, developed into a coast-to-seat network with hundreds of franchisees from a single Chicago location. Earlier this year, Berkovitz finished the journey with a private equity exit of $ 750 million-the largest in the-in-hom care sector.

entrepreneur Talked with Berkovitz about the individual experience inspiring the Brightstar, why she bets on franchise at a place where it was almost unheard, and what is now focusing after one of the largest deals in industry history.