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For families trying to make the right call on senior care, the hardest part is often timing. Many want to keep a loved one at home as long as possible, hoping the situation will stabilize. Then a fall, a health change or caregiver burnout forces fast decisions — and the pressure can make an already emotional process feel unmanageable.
That push and pull showed up again and again in 2025. Senior Care Authority spent the year tightening up how the franchise supports its advisers while also responding to what it was seeing in the field: higher costs, fewer easy options and more families reaching out only after the situation had escalated. Leadership described 2025 as less about taking a bow and more about improving efficiencies — adding support, enhancing systems and making it easier for franchisees to deliver a consistent experience.
A Year of Strengthening the Foundation
Senior Care Authority’s biggest internal shift came in January, when Mark Molnar took on an expanded leadership role, allowing the company to clarify day-to-day ownership while keeping founder Frank Samson closely involved.
“Mark became president and COO of the company in January of this past year, and it’s been a tremendous plus to the organization,” Samson said. “Mark now runs the day-to-day operations. I’m still the founder of the company, and it’s given me more time to do some of the things to help grow the organization. I’m also very involved in the operations with Mark.”
Molnar framed the year less as a single leadership move and more as an organizational build-out designed to meet franchisee needs as the system grows.
“Not only me, but some of the other additions we’ve made have been really important as well,” Molnar said. “We’ve added brand-new folks in marketing, a vice president of support, and additional people on the technology and franchise support sides. We’ve really expanded the team, and we’ve added people to support our franchisees’ growth.”
What Families Were Up Against in 2025
From a consumer standpoint, the company also saw a common pattern: Families wanted to keep loved ones at home longer, but that choice often became harder to sustain as needs increased.
“The amount of time that families decide to keep their loved one at home has increased, and that has caused more issues later on, when they realize that caring for their loved one is not so easy and it puts a lot of pressure not only on them, but on their loved one,” Samson said. “People want to stay at home, but that doesn’t mean staying at home is really the best choice at that particular time — not only for the individual, but for the family members themselves.”
At the same time, affordability continued to shape decisions across the board. Molnar said the value of an advisory model becomes clearer when families realize how many funding sources and benefit programs they may be missing.
“The costs and the price points of senior living continue to escalate,” Molnar said. “That really highlights some of the value that we can bring to the table, because we can help our families find additional resources that they may not even be aware of — things like VA benefits, long-term care policies and how to navigate those types of policies, and even state funding, where it’s available at the state level, like Medicaid.”
Samson also described a supply-and-demand squeeze that many families feel as they search for the right setting, particularly in assisted living and memory care.
“The demand has grown and continues to grow, and the amount of new buildings to meet the demand hasn’t kept up,” he said. “Our franchise owners know about all the places. When they’re dealing with a family, they’re looking for one bed at a time, but they know who has availability and what would be the best choice for that family. So we’re managing it well.”
Building Franchisee Capability, Not Just Adding Units
Senior Care Authority also used 2025 to sharpen how the franchise system operates — including how quickly new owners can ramp up and how effectively the network can track activity through its tools. Molnar said the company revamped training for both new and existing franchisees, with a stronger push on marketing and core industry knowledge.
“We revamped our training programs for all of our new franchisees, and we also offer retraining to existing franchises as well,” Molnar said. “We revamped the training to make it more accelerated in terms of how quickly new franchises can ramp up, and more thorough — particularly on the marketing side, but also on the assisted living knowledge side.”
Samson pointed to continuing education programming as a practical tool for local relationship-building, especially with referral partners who want education tied to credentials.
“We put together programs where social workers, nurses and others can attend sessions that give them CEU credits, and it’s only available through Senior Care Authority,” Samson said. “That helps our franchises from a marketing standpoint and builds those relationships with those types of services.”
Visibility and Growth Heading Into 2026
With a stronger baseline in place, leadership said 2026 will lean into growth — across new franchise development and support for existing owners — alongside a larger marketing push that includes a refreshed consumer-facing website, updated search strategy and expanded PR.
“2025 was really a time where we got our baseline down,” Molnar said. “In 2026, it’s all about growth — growing the number of franchises, but also helping the existing franchises continue to grow from what they’ve already seen.”
Senior Care Authority closed the year with six regional meetings and is planning a national conference in October 2026 in Louisville, bringing franchisees together with senior advocates and partners — another step toward scaling a service the company believes more families need to know exists before they reach a breaking point.
To find out more information on costs to buy this franchise, please visit https://www.seniorcareauthority.com/franchise/.
