Own a care business. We'll show you exactly how to run it.

Almost nobody does. That's what funding brokers are for.

You don't need the full amount in cash. What lenders look at is your overall position — and most people are in a stronger one than they realise.

• If you have a mix of cash, home equity, or other assets a bank can see, you should be having a conversation with a funding broker.
• We'll introduce you to brokers who understand franchise lending and know how these deals get structured.
• It costs nothing to find out. A broker conversation tells you what you can borrow before you commit to anything.
• Franchises are easier to fund than startups — lenders can see a proven model and an established brand rather than an idea on paper.

Check if you're broker-ready →

Good. You've got no bad habits to unlearn.

The reason franchising exists is precisely for people in your position. Someone has already made the expensive mistakes so you don't have to.

• Full onboarding and training across operations, rostering, pricing, customer service and admin — built assuming you're brand new.
• The systems come with the business — CRM, rostering, finance, HR and quality software, already set up and refined over 9+ years.
• Coaching from people who've done it — not a manual you're left alone with. Regular business reviews and someone to ring.
• You follow a proven path — the daily loop above is the whole job. Enquiry, call, book, deliver, repeat.

Yes. You're running the business, not doing the clinical work.

Plenty of partners come from retail, hospitality, trades, corporate and admin backgrounds. What matters is that you're good with people and prepared to lead.

• Clinical management sits with head office — the clinical governance isn't on your shoulders.
• You can hire the qualified people — support workers, nurses and allied health, with OSAN's help recruiting them.
• Or start hands-on if you are qualified — the Owner-Operator pathway suits clinicians who want their own business.
• Either way you're supported — the model works both ways and you can move between them as you grow.

It should — if you were doing it alone. You're not.

Registration, policies, audits and governance are the single biggest reason independent providers fail or never launch. Independently that piece alone runs $60,000–$120,000+ and takes 12–18 months.

• You don't apply for the licences. You operate under OSAN's established registrations and accreditations.
• Policies and documentation are written for you — you're handed a compliant framework, not a blank page.
• Auditing, legal and governance stay with head office — including audit preparation when it comes around.
• Billing and claiming are handled — no wrestling with funding rules on a Sunday night.

Recruiting under a known brand is a completely different exercise.

Support workers are choosy about who they work for. An unknown one-person operation is a hard sell. A national care brand with real systems isn't.

• You recruit as OSAN Ability — an established name candidates recognise and trust.
• Recruitment, onboarding and training processes are provided — including staff compliance checks.
• Start small. Many partners begin doing the visits themselves and hire as the client base grows — there's no need to build a team on day one.
• Rostering software comes with the franchise — so managing a team doesn't become a second job.

Nobody's asking you to, on day one.

We'd rather be straight with you: this becomes a full-time business. But how you get there is a conversation, not an ultimatum.

• Some partners transition gradually — building the client base while winding down other work.
• The Active Operator pathway lets your team deliver services while you run the business — which changes what your week looks like.
• We'll map a realistic timeline with you on the discovery call, based on your actual situation — not a generic plan.
• And we'll tell you if the timing's wrong. Signing someone who isn't ready helps nobody.

Fair question. Here's how we'd reduce that risk — honestly.

No one can promise you a result, and anyone who does is lying to you. What we can do is remove the things that usually cause the failure.

• Demand isn't the risk — this is government-funded, growing, and largely recession-resistant. It's not a discretionary purchase people cut.
• The usual killers are removed — no clients, no compliance, no systems, no cash flow control. All four are handled.
• You do proper due diligence first — you get the Disclosure Document and franchise agreement, and we want you to take independent legal and accounting advice.
• You're not left alone — ongoing coaching, business reviews and someone who actually answers the phone.