Mr. L had a medical problem with a decidedly unmedical obstacle: getting to his appointments. In an account published by ConcertoCare in August 2026, his provider brought in a community health worker. The worker arranged a three-way call with his health plan, helped him understand his transportation benefits and walked him through the app used to access them. The solution involved no new drug. It involved making something he already had actually work.
- Medical, behavioral and social support delivered at home.
- CarePartners works alongside a patient’s existing doctor.
- Eligible participants pay no additional cost for the program.
- Health-plan partnerships make access possible - and determine who qualifies.
The worker then explored transportation for nonmedical purposes, including community connections. That second step explains the company rather well. A healthcare system can register a completed appointment and miss the person around it. ConcertoCare tries to put the appointment, the medication, the caregiver and the ride into the same conversation. There is considerable administrative labor hiding inside that pleasant word, coordination.
The work that follows you home
ConcertoCare serves seniors and other adults with complex care needs. Its teams include physicians, nurses, pharmacists, mental health professionals, social workers and community health workers. Depending on the program, help can include home checkups, chronic-condition support, medication review, behavioral care and connections to food, housing or transportation resources. Home visits also bring care to people for whom reaching a clinic is a substantial undertaking.
The current CarePartners offering works with a patient’s existing doctor and health plan. That relationship matters. A family does not necessarily need another independent opinion to carry between offices. It may need someone who can help a treatment plan function between visits. ConcertoCare presents its team as an extension of the physician, with services customized to the patient’s goals and circumstances.
This is healthcare delivery with technology behind it. The company’s Patient3D platform, described in its launch and financing announcements, brings together patient information and supports decisions about the next action. The software’s practical purpose is to help a clinical team decide where attention belongs. The house call still requires someone to enter the house.
A family’s problem becomes a company’s premise
The ConcertoCare name arrived in February 2021, when ConcertoHealth and Perfect Health combined operations. The earlier Perfect Health had announced its Massachusetts launch in 2015, including on-site care at a community for seniors and people with disabilities. The lineage is worth keeping straight: a predecessor’s beginning and a combined company’s arrival are two different milestones.
Chairman and CEO Julian Harris brings experience across clinical medicine, government, health plans and investment. His explanation for the company’s purpose is more personal. In a 2025 interview, he recalled his grandfather caring for his grandmother after her Alzheimer’s diagnosis. The family had to coordinate a fragmented collection of providers themselves. The burden existed even though care providers were present.
“At ConcertoCare, we think of the patient as the soloist and our interdisciplinary teams as the orchestra.”Julian Harris, 2025
The musical metaphor is charming; its operational demand is less decorative. An orchestra needs people to listen to one another. In Rhode Island’s HouseCall by Blue program, ConcertoCare describes communication before a first visit, documentation shared afterward and ongoing collaboration with primary care clinicians. Even the fax remains welcome. Coordination cannot insist that every other participant acquire fashionable equipment first.
The money behind the doorstep
In February 2022, ConcertoCare announced a $105 million Series B led by Wells Fargo Strategic Capital, alongside several other investors and returning backer Deerfield Management. It also announced the acquisition of Crown Health, a home-based primary care practice in the Pacific Northwest. The stated use of the financing was expansion of its comprehensive care model. The announcement put total equity raised at $149.5 million at that time.
Series B capital to scale care delivery
About 70% of the equity total announced then. Financing, rather than a measure of revenue or patient savings.The commercial logic is that better support can reduce expensive, avoidable acute care. ConcertoCare works through health-plan and value-based arrangements; its history includes risk-bearing care models. That makes clinical execution financially consequential. A team costs money before any avoided hospitalization can vindicate it. The funding round is evidence of investor commitment, rather than proof that every contract produces savings.
For eligible CarePartners participants, the company says its services carry no additional cost. That is a patient-facing price, not the cost of delivering care. Access depends on the plan and program. Blue Shield of California also specifies that services from other providers following a referral may carry ordinary copays under the member’s coverage.
The doctor stays. The support changes.
Blue Shield of California says it selected ConcertoCare through a competitive process in early 2023 and launched its Complex Care program in January 2024. It described improved member-identification criteria and a kidney-care program among the additions. Highmark subsequently moved its New York Care at Home program from Landmark to ConcertoCare in January 2025; selected Pennsylvania counties followed with an August launch.
Those contracts place ConcertoCare in the market for ongoing complex care at home. Landmark is a documented alternative. ConcertoCare’s particular proposition combines direct clinical services with behavioral and social support, while preserving existing physician relationships in its support programs. The distinction is about responsibilities and follow-through, rather than simply offering a video visit.
A ride is a small thing, until it is missing
The useful lesson is to examine the step that prevents a person from using a service. In Mr. L’s case, explaining benefits and practicing access mattered alongside identifying the resource. A caregiver or care organization can copy that habit: ask how the next appointment will actually happen, then check whether the answer works.
Scaling this approach requires more than enthusiasm. In an August 2026 reflection, Harris identified persistent reimbursement gaps, difficult staff retention and the burden on unpaid family caregivers. He argued that complex patients still require both in-home and virtual engagement. Technology earns its place through measurable results. The current locations page lists eight states, but a national footprint does not make every household eligible. The house call depends on a local team, a participating plan and someone taking responsibility for the details.