Healthview Home Health Services, a Southern California-based provider, is making waves in the home-based care sector with its remarkable growth and innovative approach to employee engagement and technology. The company, which recently earned a spot on the prestigious Inc. 5000 list, has set its sights on doubling its size by the end of 2025—yet, it’s not aggressive expansion that’s driving this surge. Instead, Healthview is prioritizing sustainable, well-paced growth, all while navigating a fiercely competitive landscape and battling industry-wide challenges.
According to Home Health Care News, Healthview’s CEO Steven Gonzalez has made it clear that the company’s main focus is not just on numbers, but on people. "The driver for growth for us is a good employee experience because, at this point, we have more referrals than we can handle. It’s just having enough clinicians to be able to provide care," Gonzalez explained. In Los Angeles County, where Healthview operates, the competition is stiff, with industry giants like Kaiser and Optum vying for talent and market share. Despite this, Healthview has managed to carve out a unique niche by fostering a workplace culture that attracts and retains staff in a market where turnover is notoriously high.
What sets Healthview apart? According to Gonzalez, it’s a relentless commitment to building a supportive environment and empowering employees. The company’s leadership style is hands-on and deeply personal. "A lot of it is just focusing on the actual employee. In terms of our leadership style, we do take a lot of pride in meeting people where they’re at, getting to know who they are and what their plans are for growth," he said. Healthview’s leadership team is highly accessible, and the company is privately held by Gonzalez and his two partners, with no private equity influence and no intention to sell. This long-term vision, Gonzalez believes, gives staff confidence and stability—qualities sometimes lacking in a sector prone to mergers and acquisitions.
Healthview’s innovative edge also comes from its wholehearted embrace of artificial intelligence. Gonzalez, who has a tech background, has led the company to integrate AI into daily operations, aiming to relieve clinicians of time-consuming administrative tasks. "The integration of AI [can relieve] a lot of mundane work that takes the clinician away from the patient. We’re seeing a ton of time given back to have real patient interaction, chart time is quicker, and there are a lot of those processes that are a lot faster and allow the human component to be more evident in the patient care side," Gonzalez told Home Health Care News. Every full-time employee receives a paid enterprise AI subscription, and the company’s goal is to ensure everyone is fluent in the technology. This, Gonzalez believes, not only boosts efficiency but also reassures staff that technology is there to support—not replace—them.
Despite these internal strengths, Healthview faces significant external challenges, particularly from managed care plans. Gonzalez has been outspoken about the difficulties providers face under current managed care reimbursement models. "Managed care is probably the biggest issue we’re dealing with. The rate cuts of 6% are like child’s play versus what we get paid for managed care to do home health. What you’re seeing is a decrease in utilization. Providers cannot take a patient because we will lose money on every single patient that we take for managed care," he said. Gonzalez argues that managed care companies, which dominate the landscape with their large buildings and deep pockets, often leave providers struggling to cover costs. He advocates for removing managed care from the home health and hospice system altogether, believing they "don’t belong" in the sector.
Healthview’s commitment to social impact is another defining feature. The company serves some of the most challenging populations, including individuals in recuperative care—essentially skilled homeless shelters—and assisted living facilities for the unhoused. "We take care of a population that, unfortunately, a lot of providers don’t want to take. We work with recuperative care, which we also own and manage, which is essentially a skilled homeless shelter. We work with assisted living [facilities] that provide housing for people who are unhoused. We provide housing, and then also skilled home health or hospice," Gonzalez shared. These efforts not only address critical community needs but also attract purpose-driven nurses and clinicians who want their work to have a broader impact.
Looking ahead, Gonzalez remains cautious about the dangers of unchecked growth, especially in a field where quality of care is paramount. "I’ve been a part of very high-growth companies, like 1000s of percent growth. That is a very dangerous proposition, especially when you’re dealing with care. Like I said, we are not in a bad spot for referrals. We get to grow at a pace that is healthy without burning out people and overworking people, but it’s healthy enough for us to make the Inc. 5000," he reflected. The company’s approach is methodical—setting daily goals and focusing on consistency, rather than chasing explosive expansion at the expense of staff well-being.
Meanwhile, the broader home health sector is seeing its own wave of innovation and consolidation. On November 3, 2025, Advanced Revenue Cycle Management (ARC), a leading billing company in the space, announced its acquisition of Rapid Coding and Oasis Review (RCO), according to Hospice News. The move, supported by funding from healthcare investment firm Kolos Partners, is designed to expand ARC’s artificial intelligence capabilities in revenue cycle management and billing services. The newly combined company, rebranded as Advanced RevCycle (ARC), aims to deliver greater efficiency, accuracy, and automation—ultimately leading to faster payments for providers and patients.
ARC President Matt Timmins emphasized the importance of innovation in post-acute revenue cycle management, stating, "This acquisition and investment reflect our continued commitment to innovation in post-acute RCM. By bringing our teams together under the ARC brand, we will deliver higher-precision accuracy, automation and faster payments for the providers and patients we serve." RCO founder Daryn Flanders echoed these sentiments, highlighting not just the technological alignment but also the shared cultural mission: "This alignment is about more than integration — it’s about culture. We share a collective purpose to extend care through excellence, bringing white-glove service and meaningful support to the agencies that serve our communities every day."
The acquisition allows ARC to scale its workflow technology and patient data analytics platform, bolstering AI-enabled revenue performance insights. These advancements are expected to support home health, hospice, and palliative care providers across the United States, helping them navigate the increasingly complex financial landscape.
As the home health industry continues to evolve, companies like Healthview and Advanced RevCycle are setting new standards for growth, technology adoption, and cultural leadership. By focusing on sustainable expansion, employee empowerment, and the thoughtful integration of AI, these organizations are not only weathering the sector’s many challenges but also shaping its future for the better.
In a field where the human touch is irreplaceable, Healthview’s blend of innovation and compassion stands out—reminding everyone that even in times of rapid change, people remain at the heart of care.
