Mary Bausch, Director of Strategic Operations at VitalCaring Group, has been named to the Future Leaders Class of 2026 by Home Health Care News.
To become a Future Leader, an individual is nominated by their peers. The candidate must be a high-performing employee who is 40 years of age or younger, a passionate worker who knows how to put vision into action, and an advocate for seniors, and the committed professionals who ensure their well-being.
Bausch sat down with Home Health Care News to share what drew her to the home health & home care industry, the biggest leadership lessons she has learned, her thoughts on the future of home health & home care, and much more. To learn more about the Future Leaders Awards program, visit https://futureleaders.wtwhmedia.com/.
HHCN: What drew you to the home health & home care industry?
Bausch: What drew me to this industry was the opportunity to make a meaningful impact in people’s lives. Home healthcare is deeply personal. We support patients and families during moments when they need clarity, confidence, and care. I have always been drawn to work that connects strategy to real outcomes, and in this industry, that connection is very clear. When operations work well, clinicians can focus on patients and families can feel the difference.
HHCN: How would you describe your leadership style, and how has it changed over time?
Bausch: I would describe my leadership style as direct, collaborative, and grounded in accountability. I like to create structure around complex work, help people understand the “why”, and remove barriers to execution. Over time, I have learned that the best results come when teams are aligned, informed, and empowered to own the outcome.
HHCN: What is the biggest leadership lesson you’ve learned while serving the home health & home care industry?
Bausch: The biggest leadership lesson I have learned is that clarity matters. Teams cannot execute well if they are unclear on the goal, the process, or how success will be measured. As leaders, our job is to simplify where we can, communicate consistently, listen to the field, and make sure the work is practical enough to be sustained.
HHCN: In one word, how would you describe the home health & home care industry and why?
Bausch: Essential.
This industry allows people to receive care where they are most comfortable: at home. It supports patients, families, and the broader health care system during some of life’s most important moments.
HHCN: What do you see as the biggest opportunities and challenges currently facing the home health & home care industry?
Bausch: The biggest opportunity is that home-based care is becoming central to how care is delivered. We have a chance to prove that care in the home can be high quality, coordinated, efficient, and patient-centered.
The challenge is doing that while managing workforce shortages, reimbursement pressure, regulatory complexity, and rising expectations. The organizations that succeed will stay focused on people while becoming more disciplined, data-driven, and consistent.
HHCN: If you had a crystal ball, what do you think will impact the home health & home care industry over the next 5-10 years?
Bausch: Over the next five to ten years, workforce capacity, technology, and value-based expectations will have the biggest impact. Demand for care at home will continue to grow, but the industry will need better ways to support clinicians, reduce administrative burden, and use technology to make care easier and more effective. Data, artificial intelligence (AI), remote monitoring, and care coordination will matter most when they improve decisions and outcomes.
HHCN: In your opinion, what qualities must all Future Leaders possess?
Bausch: Future Leaders need to be humble, curious, resilient, and willing to do the hard work. They need to create clarity in complexity, communicate honestly, and bring people with them through change. They also need to balance strategy with execution — seeing the big picture while understanding what it takes for teams to deliver.