Uploaded August 2026 | Updated September 2026, 3 weeks ago
Cheryl Lovell on Healthcare Entrepreneurship, Consulting, Compliance, Growth, and the Future of Post-Acute Care
In this special simulcast of The Neil Haley Show and the Storehouse Media Group Podcast, Neil “The Media Giant” Haley welcomes Cheryl Lovell, founder and executive of CLC Group, for a conversation about entrepreneurship, healthcare operations, consulting, regulatory complexity, growth, and the opportunities—and risks—inside the post-acute healthcare industry.
Lovell’s entrepreneurial journey began after serving in the U.S. Navy and deploying during the Gulf War. She originally intended to pursue nursing, but after leaving the military in the early 1990s, she found the nursing-school and employment landscape unexpectedly difficult.
That obstacle pushed her in a different direction.
Through Webster University, Lovell discovered the emerging field of healthcare administration. She earned a degree combining business and healthcare administration, followed by a master’s degree in business, and says she quickly fell in love with the business side of healthcare.
After working for other organizations, Lovell eventually reached the point many entrepreneurs do: she believed she could build and operate healthcare companies differently on her own.
Over the years, she owned and operated businesses in home health, hospice, private-duty care, and palliative care. After selling those companies, she moved into consulting, helping other healthcare entrepreneurs and operators build, improve, reorganize, and grow their organizations.
Today, CLC Group focuses primarily on healthcare organizations that need help identifying problems and opportunities.
Lovell says her work often begins with a simple question: What is the owner actually trying to accomplish?
From there, she evaluates the entire operational picture. The solution may involve reorganizing operations, improving sales and marketing, pursuing an acquisition, launching a new service, creating a startup, correcting inefficiencies, or simply identifying what she calls a “leaky bucket” inside the organization.
Her experience covers a broad range of post-acute healthcare, including home health, hospice, private-duty home care, palliative care, assisted living, independent living, and skilled nursing.
Neil and Lovell also explore one of the biggest misconceptions about healthcare entrepreneurship: the belief that healthcare is automatically an easy or recession-proof investment.
Lovell says she increasingly sees entrepreneurs entering healthcare from unrelated industries because they assume demand will remain strong regardless of the economy. But they may underestimate just how complicated the regulatory and reimbursement systems can be.
That is especially true in home health.
Lovell describes home health as one of the most complex post-acute businesses because payment is not necessarily based on a simple daily or hourly rate. Reimbursement can depend on multiple factors, assessments, expected care needs, and changing patient conditions.
That complexity creates challenges not only in billing, but also in operations, staffing, compliance, forecasting, and cash flow.
Another significant challenge is regulation.
Lovell discusses the pressure healthcare operators face from fraud, waste, abuse concerns, CMS oversight, and changing rules. Good operators often become extremely risk-averse because the consequences of making the wrong decision can be significant.
But she also warns that avoiding every risk can prevent a company from growing.
The goal is not to ignore regulations. It is to understand them well enough to make intelligent decisions while still being willing to innovate, expand, and adapt.
Marketing creates another unique challenge.
Lovell explains that much of post-acute healthcare depends on B2B relationship building rather than conventional consumer marketing. Companies often need trusted relationships with referral sources while simultaneously building confidence with patients and families.
Technology and AI may help support that process, but Lovell believes personal relationships remain incredibly important.
There is no single “silver bullet” sales engine.
Successful organizations need to understand their specific market, strengthen referral relationships, use technology appropriately, and create systems that consistently move opportunities forward.
Lovell has worked with organizations ranging from startups to companies generating approximately $150 million in annual revenue, and she says many of the underlying challenges remain surprisingly similar.
Operators need clarity.
Listeners can connect with Cheryl Lovell and CLC Group at cheryl@clcgroupco.com.
For more information about media, marketing, publishing, and ghostwriting, visit StoreHouseMediaGroup.com.
Cheryl Lovell on Healthcare Entrepreneurship, Consulting, Compliance, Growth, and the Future of Post-Acute Care
In this special simulcast of The Neil Haley Show and the Storehouse Media Group Podcast, Neil “The Media Giant” Haley welcomes Cheryl Lovell, founder and executive of CLC Group, for a conversation about entrepreneurship, healthcare operations, consulting, regulatory complexity, growth, and the opportunities—and risks—inside the post-acute healthcare industry.
Lovell’s entrepreneurial journey began after serving in the U.S. Navy and deploying during the Gulf War. She originally intended to pursue nursing, but after leaving the military in the early 1990s, she found the nursing-school and employment landscape unexpectedly difficult.
That obstacle pushed her in a different direction.
Through Webster University, Lovell discovered the emerging field of healthcare administration. She earned a degree combining business and healthcare administration, followed by a master’s degree in business, and says she quickly fell in love with the business side of healthcare.
After working for other organizations, Lovell eventually reached the point many entrepreneurs do: she believed she could build and operate healthcare companies differently on her own.
Over the years, she owned and operated businesses in home health, hospice, private-duty care, and palliative care. After selling those companies, she moved into consulting, helping other healthcare entrepreneurs and operators build, improve, reorganize, and grow their organizations.
Today, CLC Group focuses primarily on healthcare organizations that need help identifying problems and opportunities.
Lovell says her work often begins with a simple question: What is the owner actually trying to accomplish?
From there, she evaluates the entire operational picture. The solution may involve reorganizing operations, improving sales and marketing, pursuing an acquisition, launching a new service, creating a startup, correcting inefficiencies, or simply identifying what she calls a “leaky bucket” inside the organization.
Her experience covers a broad range of post-acute healthcare, including home health, hospice, private-duty home care, palliative care, assisted living, independent living, and skilled nursing.
Neil and Lovell also explore one of the biggest misconceptions about healthcare entrepreneurship: the belief that healthcare is automatically an easy or recession-proof investment.
Lovell says she increasingly sees entrepreneurs entering healthcare from unrelated industries because they assume demand will remain strong regardless of the economy. But they may underestimate just how complicated the regulatory and reimbursement systems can be.
That is especially true in home health.
Lovell describes home health as one of the most complex post-acute businesses because payment is not necessarily based on a simple daily or hourly rate. Reimbursement can depend on multiple factors, assessments, expected care needs, and changing patient conditions.
That complexity creates challenges not only in billing, but also in operations, staffing, compliance, forecasting, and cash flow.
Another significant challenge is regulation.
Lovell discusses the pressure healthcare operators face from fraud, waste, abuse concerns, CMS oversight, and changing rules. Good operators often become extremely risk-averse because the consequences of making the wrong decision can be significant.
But she also warns that avoiding every risk can prevent a company from growing.
The goal is not to ignore regulations. It is to understand them well enough to make intelligent decisions while still being willing to innovate, expand, and adapt.
Marketing creates another unique challenge.
Lovell explains that much of post-acute healthcare depends on B2B relationship building rather than conventional consumer marketing. Companies often need trusted relationships with referral sources while simultaneously building confidence with patients and families.
Technology and AI may help support that process, but Lovell believes personal relationships remain incredibly important.
There is no single “silver bullet” sales engine.
Successful organizations need to understand their specific market, strengthen referral relationships, use technology appropriately, and create systems that consistently move opportunities forward.
Lovell has worked with organizations ranging from startups to companies generating approximately $150 million in annual revenue, and she says many of the underlying challenges remain surprisingly similar.
Operators need clarity.
Listeners can connect with Cheryl Lovell and CLC Group at cheryl@clcgroupco.com.
For more information about media, marketing, publishing, and ghostwriting, visit StoreHouseMediaGroup.com.
