Evergreen Home Care Business Plan — Company Overview

624120 — Services for the Elderly and Persons with Disabilities (also 621610 for skilled)

Company Overview

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2.1 Business details

Item	Detail
Legal name	Evergreen Home Care, LLC
Entity type	Ohio limited liability company, member-managed
EIN	88-4021765
Formation	Organized in the State of Ohio, April 2026
Principal office	4400 Easton Commons Way, Suite 210, Columbus, OH 43219
NAICS code	624120 — Services for the Elderly and Persons with Disabilities (also 621610 for skilled)
Service area	Franklin, Delaware, Licking and Fairfield counties (Greater Columbus MSA)
Licensure	Ohio Department of Health non-medical HCBS / RN-directed skilled licensure pathway
Loan request	$900,000 SBA 7(a) term facility within a $1.2M total project
Ownership	Member-managed: Marcus Bell (55%), Dr. Regina Alvarez, RN (25%), option pool (10%), equity partner (10%)

2.2 Mission and operating model

The mission is to help older adults and people with disabilities live safely and with dignity in their own homes, through reliable, compassionate and professionally supervised care.

Evergreen is an employer-model agency, not a registry. Caregivers are W-2 employees who are screened, trained, bonded, insured, supervised and scheduled by the Company. This model costs more than a referral registry, but it is the only one that supports insurance and Medicaid contracting, controls quality and liability, and builds an enduring, sellable business, the outcome an SBA lender ultimately underwrites to.

StrengthThe employer-model decision is the right one, and it is the foundation of the credit

It would be cheaper to operate as a registry, matching independent contractors to families and taking a placement fee. It would also be unfinanceable. A registry cannot contract with Medicaid or most insurers, cannot control the quality that drives referrals, carries unresolved worker-classification exposure, and builds no transferable enterprise value. By choosing the employer model, Evergreen accepts payroll taxes, workers’ compensation, supervision cost and scheduling complexity in exchange for a business that can hold payer contracts, be surveyed and accredited, and be sold. For an SBA lender assessing both repayment ability and collateral value in a service business with few hard assets, that distinction is central.

2.3 Services offered

Service line	Description	Typical bill rate
Personal care (ADLs)	Bathing, dressing, grooming, toileting, transfers, mobility, medication reminders	$32–$38/hr
Companion & homemaker	Companionship, meal preparation, light housekeeping, errands, transportation	$28–$34/hr
Skilled private-duty nursing	RN/LPN-delivered care: wound care, injections, complex medication management (Year 2+)	$65–$95/hr
Specialty & respite	Dementia care, post-hospitalization support, respite for family caregivers, live-in care	Custom / daily rate

The Company deliberately launches with non-medical personal care, the fastest to license, the largest market segment, and the foundation of every referral relationship, then layers skilled nursing once the agency has scale, an RN-led clinical structure and the compliance track record to support it. That sequencing is prudent, and it matters to the credit: skilled services carry higher rates but also higher regulatory exposure, and attempting both from launch would stretch a new management team across two distinct compliance regimes.

2.4 Ownership

Figure 4. Ownership structure — all 20%+ members personally guarantee the SBA loan.

Member	Units	Role
Marcus Bell	55%	Founder & CEO — healthcare operations and finance
Dr. Regina Alvarez, RN	25%	Co-founder & Chief Clinical Officer — clinical and compliance
Key employee option pool	10%	Reserved for Director of Nursing and Administrator retention
Equity injection partner	10%	Passive member providing part of the required equity injection