A Conversation with Jared and Barry Carr
This article is the seventh in a series showcasing parent/child dynamics across the senior housing and care industry. My conversation with father and son duo, Barry Carr, Chairman and Co-founder, Ignite Medical Resorts and Jared Carr, President of Ignite Medical Resorts, explores how our industry has become a family affair.
Tell us about yourself and your work.
Barry Carr: In 1985 I started working for my father-in-law and his partner, who had three buildings in Chicago. My wife’s father was a silent-type partner who didn’t have a traditional education. He handled a lot of the maintenance duties while his partner ran the business. At the time, I was doing marketing for a big ad agency in Chicago. When one of their administrators quit, they asked me to come on as an assistant administrator. In 1989, they sold the company, and the new ownership didn’t have growth opportunities.
After about a year, my father-in-law’s old partner called me and asked if I wanted to operate a building he was planning to buy. It was 1991 when I went in as a partner and had my first ownership experience. In 1994, my partner asked me if we wanted to buy the old company back. My father-in-law went in a different direction, but I was all in. We grew NuCare into a large company and I eventually became the CEO. I bought my own building, Avanti, in 2001 and brought that into the fold. In 2012, I left and ran the one building on my own.
We now have 23 communities, all short-term rehab, straight down the center of the U.S. (Texas, Illinois, Missouri, Indiana, Kansas, and Oklahoma).
Jared Carr: Growing up around my father and grandfather in the industry didn’t sway my ambitions to do other things, but I really wasn’t sure what I wanted to do. For most of my life I pushed back on the idea of being in the industry because it’s time consuming and there are no holidays off. It’s not like a bank where nothing is going to happen at 11:00 at night or on Christmas Day.
During summer breaks at Indiana University, I worked in various facilities and started to look at health administration programs. It clicked once I enrolled in those classes. I was familiar with a lot of the regulations and standards of practice, which gave me confidence about heading in the same direction as my dad. Looking back, I understood it was a difficult business to be around, but I appreciated that it’s what enabled my happy childhood and gave us a fruitful life. Additionally, I was drawn to the fact that the industry is relatively recession proof and constantly growing. Ultimately, it made a lot of sense for me.
Once I decided on the path, I went all in majoring in health administration. My dad advised me not to work with him off the bat. At the time I was scared and resisted, but in hindsight it was fantastic advice. I’m really glad I got the opportunity to work for someone else and learn both what to do and what not to do. I ended up working at three of Symphony’s facilities. That was an important experience not only because I couldn’t run to daddy, but also because you get these buildings where you see people with significant, basic life challenges and different workplace norms. Then you come to buildings that we operate which are “resorts” and you get a family whose greatest concern is about matters that may seem more trivial like fresh linens or PT scheduling. It puts things in perspective.
Next, I did administration at Avanti as Ignite was forming. I’ve recently taken over as president to help run day-to-day activities while my dad and our co-founder Tim focus on the bigger picture.
Barry Carr: We made very clear from the start that Jared would report to Tim and not me. Tim helped mold him into what he needed for the company. I stood back and acted as the consiglieri, if you will.
How do you keep separation between church and state?
Barry Carr: When Jared was young, we’d go out for dinner, and I’d have to leave the table to take work calls. Recently, we were out to dinner and his phone rang. Next thing you know, the tables have turned and I’m looking at him out of the restaurant window taking a work call. That was a turning point. When we’re with the rest of the family, we try to avoid industry talk.
Jared Carr: Growing up, I never wanted Thanksgiving to be dominated by my father and grandfather talking about their building. It was frustrating as a little kid. Now that I’m older, I have that perspective and try to stay away from work topics when we’re in a group setting.
What advice do you have for the next generation or those thinking about joining the industry?
Barry Carr: It’s a great, never-boring field to be in. You can’t imagine what each new day will bring. Originally, I was trained to be an accountant, and I would think ‘I know what I’m going to be doing April 1, ten years from now.’ That’s not the case in this business.
It’s important to be humble. You need to be a strong leader and above it, but you also have to be able to get right down into it. That’s being able to speak in front of 200 staff members and being able to mop the floor. You need to have a “go with the flow” personality.
I always told Jared to be the first one there in the morning and the last one to leave at night. You have to earn respect especially when your last name is the same as the owner.
What advice do you have for the generation before us?
Jared Carr: Embrace change. This doesn’t go for my dad because he’s really good with change, but a lot of others say: ‘well this has been successful in the past.’ Be patient with the next generation who may decide they want to do things differently.
Anything more to share?
Barry Carr: I will add—you have to want to do this. If you just want to make money, do something else, but if you care about people and want to be impactful in their lives this is a rewarding industry to be in.