Purpose Meets Performance: Revenue Leader Turns Care into Competitive Advantage

Name: Bryant Greene
Title: Multi-Unit Franchisee
Company: BMG Circle of Life LLC, BG Circle of Life LLC, TG Life LLC
No. of units: 15 Always Best Care
Age: 56
Family: Daughter Bria Greene
Years in franchising: 16
Years in current position: 16

Bryant Greene is a co-winner of the Single-Brand Leadership MVP (Most Valuable Performer) for achieving leadership with a single brand.

Bryant Greene almost talked himself out of attending the career fair where he first discovered Always Best Care, the franchise opportunity that would shape decades of his life.

Greene built his career in accounting and business operations, but when Comcast eliminated his position during the Great Recession in 2009, he found himself starting over. He described himself as “scared to death” when he reluctantly attended that career fair, hoping to land an opportunity. He met a franchise broker who showed him four turnkey opportunities, including one in senior care.

“I was blessed with having my great-grandparents present until my adulthood,” Greene says. “I understood what it meant to be a caregiver and the family dynamics that are involved. I didn’t set out to buy a franchise. It was an opportunity presented to me when no other options were available. As it got closer, it made more sense to me, and I thought I could be good at it. And it turns out that I am.”

The co-winner of the Single-Brand Leadership MVP, Greene opened his first Always Best Care franchise in 2010 and has since expanded to 15 territories across Southeastern Pennsylvania and Delaware while overseeing more than 850 caregivers serving 750 clients. He has led the system in revenue since 2012 and was twice named the brand’s Franchisee of the Year for his excellence in operations, caregiver relationships, and community engagement.

Many of the clients Greene’s team works with benefit from Medicaid, which provides coverage for lower-income individuals and allows them to receive services while remaining in their homes. Always Best Care provides nonmedical in-home care services, such as companionship, housekeeping, grooming, bathing, light meal preparation, and appointment escorts.

“I enjoy helping people,” Greene says. “I come from a modest background, and there are a lot of things that are personal to me that I try to help others with. I’m not Superman, but I try to assist where I can. Now that I have been doing it for a while, there are certain things I enjoy doing. Everything I do, I have some kind of connection to it. It makes me feel good.”

Greene has leveraged the sustained success of his business to become a powerful voice in the community. He hosts a public affairs radio program and a TV show to educate people on healthcare, senior living, business resources, and community initiatives. He has been an advocate for home care services and issues that affect people with disabilities. He’s also spoken on Capitol Hill to address issues related to economic growth, tax policy, and access to capital.

Greene shares his business knowledge and leadership by serving on the boards of several hospitals and community organizations. He also established scholarships at his alma mater and hires scholarship recipients as interns, providing mentorship and hands-on experience. He has raised more than $500,000 for the Alzheimer’s Association and has ranked as the top Alzheimer’s Corporate Fundraiser in the Delaware Valley for the past 13 years.

“I try to make sure the people who are underserved get help,” Greene says. “I don’t have a problem with rolling up my sleeves and getting involved. This business we’ve built is something we are really proud of. I’ve helped family friends, people from church, and community members. I get the juice out of that. I found something I really enjoyed doing. I’ve always taken care of people, and it is in my DNA. I enjoy making an impact, and it is very fulfilling.”

MVP QUESTIONS

Why do you think you were recognized with this award? I believe I was recognized with this award because of the accomplishments our organization has achieved over the years, particularly our sustained growth, operational consistency, and the impact we have made serving clients and families in our communities.

How have you raised the bar in your own company? By setting high expectations for service quality, accountability, and professionalism across the organization while continually looking for ways to improve operations and outcomes for both our clients and our workforce.

What innovations have you created and used to build your company? One of the operational strategies that has helped us build the company is maintaining a 24/7 operating model. By ensuring we are available around the clock, we can better support our clients’ needs and provide consistent care whenever it is required.

What core values do you think helped you win this award? Openness, candor, and respect in how we handle both our clients and our workforce. Treating people with honesty and dignity has been fundamental to building strong relationships and long-term trust.

How important is community involvement to you and your company? Community involvement is very important to both the company and me. We believe it is essential to support the communities we serve and to give back through local initiatives and charitable efforts whenever possible.

What leadership qualities are important to you and your team? The ability to multitask, prioritize responsibilities, resolve conflicts effectively, and keep the entire team focused on shared goals.

PERSONAL

First job: From age 5 until I was a teenager, I was a painter’s apprentice for my grandfather.

Formative influences/events: Some of my most formative experiences were working part-time with my grandfather and later spending time reading and working as a librarian aide, which helped shape both my work ethic and appreciation for learning.

Key accomplishments: Being Always Best Care’s top revenue producer for the past 14 years and serving as the top fundraiser for Alzheimer’s initiatives in the Delaware Valley tristate area for the past 13 years.

Biggest current challenge: Maintaining the caregiver workforce. Those positions can be transient because a lot of the work is part-time. Some stay while others look for other opportunities. There is also a lot of outside competition.

Next big goal: To open a new business in retail cannabis.

First turning point in your career: Transitioning to full-time work while also obtaining my MBA, which helped expand my professional opportunities.

Best business decision: Choosing to work with Medicaid clients, which allowed us to serve a broader population in need of care.

Hardest lesson learned: Hiring family members is not always the best decision for a business. It is difficult when you fire a family member. Some of the family members I’ve hired have worked out well, and some have not. The dynamics change outside of work.

Work week: Seven days a week. My average day can be 10 to 12 hours or more. I will take days off, but I will never turn off my cell phone.

Best advice you ever got: The best advice I’ve received came from Emmanuel Amobi, one of my general accounting professors at Virginia State University. He said that knowledge leads to confidence while ignorance leads to fear.

What’s your passion in business? Providing great care and ensuring that clients receive the support and services they deserve.

How do you balance life and work? I try to balance life and work by taking breaks when possible to enjoy extracurricular activities such as attending basketball games or seeing Broadway musicals.

Guilty pleasure: Cooking unhealthy food.

Favorite book: Go Tell It on the Mountain by James Baldwin.

Favorite movie: “The Wiz.”

What do most people not know about you? Most people don’t know that I am actually a homebody.

Pet peeve: Chaos and unnecessary drama.

What did you want to be when you grew up? A cross between George Jefferson and J.R. Ewing.

Last vacation: My last vacation was in Tuscany in the summer of 2025.

Person you’d most like to have lunch with: My daughter.

MANAGEMENT

Business philosophy: That consistency is the hallmark of a true professional.

Management method or style: It is both inclusive and direct. I believe in open communication while also being clear about expectations and responsibilities.

Greatest challenge: Dealing with obsolete regulations that haven’t changed with the times, such as mandatory drug testing in Delaware or requiring employee background checks.

How do others describe you? Others typically describe me as outgoing and fair.

Have you ever been in a mentor-mentee relationship? What did you learn? Yes. I learned to give myself grace and to treat every challenge or setback as an opportunity to learn.

One thing you’re looking to do better: Learning to say “no” more often when necessary.

How you give your team room to innovate and experiment: I encourage my team to share ideas and take initiative when they see opportunities to improve processes or outcomes.

How close are you to operations? I remain partially involved in day-to-day operations, maintaining awareness while allowing leadership teams to manage their responsibilities.

What are the two most important things you rely on from your franchisor? For them to give us space and autonomy, which allows us the flexibility to operate effectively within our market.

What you need from vendors: I expect agreed-upon deliverables to be completed accurately and on time.

Have you changed your marketing strategy in response to the economy? How? Yes. We have adjusted our strategy by carefully managing spending and focusing more on workforce recruitment trends.

How is social media affecting your business? It has made a positive impact on the business, helping increase awareness and engagement.

How are you using technology, like AI, to manage your business? We use technology within skilled care services to support documentation and notes, which helps improve accuracy and efficiency.

How do you hire and fire? All hiring and termination decisions are handled in a manner that is fully compliant with HR policies and regulations.

How do you train and retain? Training and retention efforts include routine development programs, new-hire orientation, and virtual training opportunities.

How do you deal with problem employees? Directly and quickly resolve problems before they escalate.

Fastest way into your doghouse: Dishonesty and disloyalty are the fastest ways to lose my trust.

BOTTOM LINE

Annual revenue: $33 million.

2026 goals: To reach $38 million in revenue.

Growth meter: How do you measure your growth? Client and workforce satisfaction. We subscribe to different vendors that are always surveying our census and our workforce. People are more likely to be honest with a third-party service.

Vision meter: Where do you want to be in five years? 10 years? Continue expanding the business while maintaining strong service quality and operational stability.

Do you have brands in different segments? Why/why not? Yes. My brands are multi-layered with cannabis and home care.

How is the economy in your region(s) affecting you, your employees, your customers? Lower Medicaid rates and workforce recruitment challenges are having an impact on both operations and staffing.

Are you experiencing economic growth in your market? We are seeing growth in Delaware, but the Pennsylvania market has remained relatively flat.

How do changes in the economy affect the way you do business? Economic changes can adversely affect the business. Some of our daily expenses, like gas, parking, and transportation, have increased.

How do you forecast for your business? We forecast business performance using historical data and financial report cards.

What are the best sources for capital expansion? Profit and revenue generated by the business.

Experience with private equity, local banks, national banks, other institutions? Why/why not? I have a background in accounting and finance. I have done some nontraditional financing, but I haven’t gotten an SBA loan.

What are you doing to take care of your employees? We support our employees through competitive wages, incentive programs, and perks such as tickets to concerts and plays.

How are you handling rising employee costs (payroll, minimum wage, healthcare, etc.)? We are managing rising employee costs as effectively as possible while trying to remain competitive and sustainable.

What laws and regulations are affecting your business, and how are you dealing with them? Electronic visit verification requirements are one example. It is a requirement for Medicaid providers to clock in and out. The problem comes with locations lacking internet or people without cell phones. We address regulatory challenges by maintaining consistent communication with both clients and our workforce.

How do you reward/recognize top-performing employees? Top performers are recognized through our company newsletter, internal email communications, and monetary incentives.

What kind of exit strategy do you have in place? I would like to work three to five more years and then focus on retirement. Even while retired, I expect to act as some kind of business consultant.