Putting Our Best Tech Forward: Product PULSE [Free Webinar]
Maxwell TEC’s THRIVE 25 Conference brought the care-at-home community together around a shared goal: advancing innovation and connection in a rapidly changing industry.
THRIVE convened leaders, visionaries, and innovators to explore how technology is reshaping the future of care. From inspiring keynotes and hands-on learning to breakthrough solutions and meaningful conversations, every moment was designed to equip providers with insights and strategies to thrive in today’s tech-enabled landscape.
In this blog, we’re sharing just some of the top takeaways and standout moments from THRIVE 25—and what they mean for the future of care at home.
CMS recently proposed a 6.4% aggregate reduction (~$1.135 billion) to home health payments, raising major concerns across the industry. The rule continues to apply behavioral assumptions and budget neutrality adjustments without updated post-pandemic data, widening the gap between payment models and real-world challenges such as staffing shortages and inflation.
Other updates include changes to Low Utilization Payment Adjustment (LUPA) thresholds for 2026 and revisions to labor market area and wage index calculations, which could shift payments in reclassified or rural markets. CMS also proposes new telehealth reporting requirements, mandating documentation of what virtual services were provided, when, and how they influenced the plan of care. While still non-billable, this reporting could shape future reimbursement policy and highlights the growing pressure on agencies to adapt amidst financial and regulatory headwinds.
CMS finalized a 2.6% payment update for FY 2026, amounting to an estimated $750 million increase in Medicare hospice payments. This reflects a 3.3% inpatient hospital market basket increase, offset by a legally required 0.7% productivity adjustment. Hospices that fail to submit quality data face a 4-point penalty, resulting in a –1.4% payment update.
The aggregate hospice cap has risen to $35,361.44 (from $34,465.34), consistent with the overall update. Effective October 1, 2025, the rule advances the rollout of the Hospice Outcomes and Patient Evaluation (HOPE) tool and introduces key clarifications: physician members of the interdisciplinary group (IDG) may now recommend hospice admission, and face-to-face encounter attestations must include both a signature and date from a physician or nurse practitioner. Providers may meet this requirement through a signed clinical note, streamlining compliance without requiring a separate document.
With shrinking margins, staffing shortages, and growing regulatory pressures, agencies can no longer view technology as a “nice-to-have.” It has become the backbone of survival and growth. Beyond EHRs and scheduling, technology now drives efficiency across billing, communication, patient monitoring, and care coordination. The cost of not investing is high: burnout, reduced quality, fewer referrals, and even closures.
At Maxwell TEC, we’ve embraced this reality by putting technology at the center of strategy—helping agencies navigate reimbursement cuts, strengthen compliance, improve outcomes, and unlock growth.
Looking forward, interoperability, AI-driven analytics, and patient engagement platforms will define the next wave of care at home, complemented by digital therapeutics and immersive training that enhance both staff and patient experiences.
During THRIVE 25, Matt McMurphy, CEO at Reliant at Home; Tarrah Lowry, COO at Empath Health; and Paul McMullen, COO at Choice Health at Home tackled one of the most pressing issues in care at home: developing the next generation of leadership. Panelists shared candid insights on challenges, strategies, and the qualities future leaders will need.
McMurphy noted that staffing costs have risen with little reimbursement growth, making it vital to recruit people committed to the mission. Lowry highlighted supervisors’ reluctance to release high-potential employees for leadership opportunities: “Without room to grow, they’ll leave.” McMullen added that he looks beyond direct reports to spot emerging talent, emphasizing intentional recognition and opportunity.
McMullen described structured settings where line managers present on business performance: “I can read your KPIs—what I want to hear is what you’re doing about them.” Lowry stressed recognition in large organizations, while McMurphy emphasized investing in top performers: “I’d rather pay the A-player 20% more for 200% more outcome.”
Adaptability emerged as a top priority. “Leaders no longer have months or years—they have weeks,” said Lowry. McMullen urged balancing technology with human-centered care: “Technology should let you do more of the human touch, not replace it.” McMurphy warned that mismanaged innovation can create short-term pain.
Lowry noted that replacing a skilled executive can cost 213% of salary, while companies with strong succession planning outperform peers by 2.2x. McMullen encouraged creating safe spaces to “miss” in low-risk settings. McMurphy reminded leaders that true tech adoption drives efficiency across all care deliveries. Their reflections pointed to a future shaped equally by people, learning, and technology.
At the panel, leaders from St. Croix Hospice shared how their team has used the nanaCONNECT - BEREAVE technology to make grief support more timely, efficient, and personal.
Before BEREAVE, Bereavement Services Manager Alyssa Grythe manually downloaded and filtered reports to share with her team. Today, automation has streamlined that process, freeing staff for direct outreach. Instead of relying only on mailings, the team now uses texts, calls, and Zoom—creating faster, more meaningful connections. “Historically, a mailing might get opened a week later. Now families get a text and can reach out for same-day support,” explained Abbie Neisius, VP of Care Services. Families often respond with messages like, “You contacted me at the best time.”
The program has reshaped triage as well. Coordinators now review system-generated follow-ups daily to ensure no family is left behind. The shift has reduced mailings by 93%, saving time and letting staff focus on higher-value support.
Importantly, BEREAVE has strengthened workplace culture. “It’s truly a differentiator,” said Neisius. Staff have embraced the platform’s design and celebrated engagement—especially from older generations once considered resistant to tech. As Grythe summed up, “Getting a text instead of waiting for a letter means immediate support. Reaching people where they are has been a game-changer.”
During THRIVE 25’s mergers and acquisitions panel, leaders explored what’s driving M&A across home health, hospice, and home care—and how organizations can prepare for what’s ahead.
David Jackson, CEO of Choice Health at Home, emphasized that the coming years will bring a surge in demand for organizations that can deliver all three levels of care: “It takes a village to take care of people. It’s about serving the need of the community you’re in.” Jonathan Fleece, President & CEO at Empath Health, additionally noted that today’s focus extends beyond financials to include culture, integration, and service innovation.
On integration, Fleece reminded attendees: “We are in the people business. Success comes not from titles or charts, but from keeping people engaged and empowered—while being candid and compassionate during change.” Panelists agreed that value-based care and risk-taking will shape the next 3–5 years. “The key is getting meaningful population data, then using AI and analytics to take risk,” Fleece explained. Jackson added that agility and creative thinking will separate those who thrive.
The conversation also covered culture’s role in M&A. Jackson said technology and processes often reveal an organization’s character before you even meet the people, while Fleece stressed the importance of spending time with leaders and moving quickly.
For those considering growth or an exit, the advice was clear: choose the right acquirer for the right reasons, ensure the business structure is sound, and seek expert guidance. As Michael Lloyd, Mergers and Acquisitions Associate at Mertz Taggart, cautioned: “It is a bigger undertaking than you think.”