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LEADING QUESTIONS: Home-health guru banks on empathy

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Leading Questions

Welcome to the latest installment of  “Leading Questions: Wisdom from the Corner Office,” in which  IBJ sits down with central Indiana’s top bosses to talk shop about their industry and the habits that lead to success.

Jan Roberts, 62, launched Alliance Home Health Care in 1991 without anticipating that providing nursing services for the elderly would become one of the biggest growth industries of the 21st century. Rather, as Roberts describes it, she fell into the business through a small accounting firm she had founded. Once she seized the opportunity, however, Roberts found a calling, as well as a business with plenty of room for growth.



The eldest of six childen and the mother of three, Roberts earned a bachelor's degree in business with a focus on accounting from IUPUI while still raising her family. She initially intended to bolster her bookkeeping skills for her husband's chain of liquor stores, but she eventually branched out to her own venture, supplying accounting services for small companies.

A friend who had started a service providing home-based health care asked her to invest. Roberts signed on, attracted by the chance to pair her accounting acumen with her nurturing side. While preparing to launch the firm, Roberts was diagnosed with two forms of breast cancer. Her response was to "plow through" the illness, the subsequent surgery and radiation therapy, while continuing to pilot the start-up. It gave her an even greater sense of mission, as well as her own set of experiences informing the firm's services.

"It gave me the incentive to really want to be in the health care business and be understanding of people who are going through [similar experiences]," Roberts said.

Today, Alliance Home Health Care is the fifth-largest woman-owned business in the Indianapolis area, in terms of local full-time-equivalent employees (138). It primarily provides skilled home nursing, therapy and non-medical companion services to the elderly in the Indianapolis area. With the "silver tsunami" of baby boomers requiring more intensive health care cresting over the economy, Alliance's revenue increased 27 percent from 2008 to 2009, and then 38 percent from 2009 to 2010.

In the video at top, Roberts discusses Alliance's origins and how her experience with breast cancer helped inform the firm's mission. She also explains how her role as caregiver extends to her own staff, and why the study of psychology is vital to plotting the company's path.
 

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  • Learn How To Run A Business
    Alliance Home Health Care is one of the worst run business in Indianapolis. I used them for my father and gave them over 6 months plus to clean their act up and pay attention to what needs to be done. Being in the consulting business and turnaround business I offered on many occassions grattis help and information informing them of their weeknesses in their scheduling practices, employee training and logistic considerations when scheduling. The company needs big time help.

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  1. First, the Athenaeum is going to have to get past the hurdle with the Lockerbie residents and the agreement that the parcel would be residential. Second, and in my opinion, this prime piece of property should include parking, PLUS, a black box theater(s), some market rate and affordable artist housing and a plan to renovate and reconfigure the second story theater. I would negotiate to add the DeHaan property surface parking lot into the development mix, place a one story surface parking garage on the DeHaan lot on the street level (for the Dehaan tenants use during the daytime) and add a second story to the garage that would become an addition to the current second story theater and then change the direction of the theater by moving the stage across the alley and on top of the DeHaan lot parking. You can add all the stage elements that are currently missing from the Athenaeum stage to make it more attractive for use by Ballet, Opera and traveling productions. Plus, the theater changes would probably help solve some of the soundproofing issues. Alas,it does not seem to be a part of the strategic plan to conduct a study to determine best use of the property. Seems like the current plan is a quick and easy move that ignores the property best use/potential and any strategic property planning for the effect on future generations.

  2. I recall that MSA's pilings are still in the ground and hard to remove. It’s not likely any proposal will include significant underground construction/parking because of this. Start adding 2 floors of retail, 8 floors of parking and 5-10 floors of possible hotel, and/or 10-20 floors of residential, and you are at 30 floors already with possible expansion of all the uses. But then again I could be wrong.

  3. Accoriding to their website there is no deadline to the Do Not Call list. What is this article referring to??

  4. On what planet are they entitled to this largesse from the stockholders? These people make multi-million dollar salaries: Pay for your own personal travel.

  5. It matters because they're already paid enormously fat salaries: Pay for your own personal travel. Being "taxed on it" isn't a valid excuse--so what? They're still being gifted a raft of luxury perks from somebody else's money on top of an enormous, lavish salary.

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