Founder and operator across healthcare, sport and hospitality, building companies that put something back into the communities they serve.
Founder & CEO, Roost
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Alex Moran on Roost, and why care belongs at home.
I hold interests in a portfolio of businesses spanning healthcare, sport and social impact.
Operating
An AI-enabled, end to end home care operator with platform and marketplace functionality. Roost holds its own registrations, employs and manages its own carers, and runs its own technology across recruitment, matching and risk.
Part of a five person consortium that secured a controlling stake in the club. Plans include transforming the matchday experience, creating a community hub, improving club facilities and building a player pathway from under sevens to the first team.
Co-owner of the restaurant group, building a repeatable site model with flagship venues run directly and franchising layered on top.
Investments
My family investment company, holding interests across the portfolio and pursuing new opportunities in healthcare, technology and community impact.
Advisory and strategic projects across healthcare, technology and commercial sectors.
Charity
Chair of the Business Board, working alongside business leaders to raise funds and build strategic partnerships for the leading children's charity.
The relationship is the unit of care.
Years ago I managed my granddad's care. Several caregivers looked after him. One of them, Scott, treated him like a person rather than a task. A real connection formed, his condition improved, and care stopped being something done to him. It gave him his agency back.
One caregiver returning to one person builds trust, familiarity, better communication, continuity and dignity. Everything Roost builds follows from that observation.
We are very good at checking whether someone is qualified to provide care. We are far less good at knowing whether they will be good at caring for another human being. That is the gap Roost was built to close.
Roost is the company I wanted for him.
We are building the infrastructure that allows people to live well at home, comfortably, confidently and independently, at scale.
Care should be delivered where people feel most themselves, in their own homes. Not moved elsewhere to be looked after, but supported to live well in the place they know and trust.
The shift is simple: from relocating people to receive support, to bringing the right support to them.
That means one company holding the licence, employing the carers and owning the technology, so the joins between payer, agency, carer and family stop being where things fail. Roost recruits and screens its own workforce, matches carers to the people they support on need and fit rather than availability, and reads the signals in daily care records to see deterioration early.
Build it properly and this becomes more than a company. It enables millions to live independently for longer, with confidence.
Hospitals are told when a patient leaves. Almost nothing flows back from the home, where carers see the first signs of deterioration. Structured observations on mobility, appetite and cognition would let clinicians act at home rather than at readmission.
Read ↗Demand for care at home is outrunning the supply of people to deliver it. On how Roost is using AI to recruit, match and support carers rather than replace them.
Read ↗Healthcare has become very good at measuring qualifications, training and technical competence. Measuring whether someone can build trust, communicate with empathy and notice when a person changes is much harder, and it matters just as much.
Read ↗Washington is betting heavily on artificial intelligence in healthcare. The more useful question is not whether AI can replace caregivers, but whether it can help us understand the people who provide the care.
Read ↗Roy Taylor joins Roost as Executive Chairman, bringing decades of experience scaling global technology businesses at NVIDIA and AMD as the company expands across the US and Europe.
Read ↗An interview on founding Roost after managing my grandfather's care, why home care is one of the largest and most broken markets in healthcare, and what it takes to build a real care operator rather than another app.
Read ↗Why the NHS must get equally serious about what happens when patients leave hospital: empowering clinicians, connecting community teams and unlocking flow to ease pressure on wards.
Read ↗A home support service rolled out across five NHS trusts to free up hospital beds and reduce delayed discharges, with the launch hoped to save millions of pounds.
Read ↗Five NHS trusts releasing an average of 100 hospital bed days per month each, saving around three million pounds a year through safe and timely discharge home.
Read ↗A five person consortium secures a controlling stake in the football club, including local businessmen Elliott Nash, Alex Moran, Adam Hutchison, Darren Alderson and Darren Smith.
Read ↗Backing secured to support ambitious growth plans and transform how home care is delivered.
Read ↗Integrating AI and machine learning for real time data, health monitoring and personalised support.
Read ↗Radio Appearances
On buying Bromsgrove Sporting FC and the vision for the club's future.
On the success of Bromsgrove Sporting's first fan zone event and what is planned next.
Current executive and board roles, and the roles that came before them. The NSPCC Business Board and my investment interests are covered under Projects.
Current
Building an end to end home care operator, entering the market through Florida with Medicaid managed care and veterans community care.
Bromsgrove Sporting Football Club ↗
Board director following the consortium takeover, working on the matchday experience, a community hub, improved club facilities and a player pathway from under sevens to the first team.
Co-owner and director of the restaurant group, building a repeatable site model with flagship venues run directly and franchising layered on top.
Previous
Worcestershire Acute Hospitals NHS Trust
NHS NED focused on standardised procurement initiatives, enhancing patient flow, and reducing length of patient stay.
ilarna
Led a technology enabled home support business working with NHS trusts on discharge and patient flow, from founding through to rollout across five trusts.
King's College Hospital NHS Foundation Trust (KFM)
Member of the Management Team responsible for profit and loss management and strategic delivery of the Trust's external commercial business.
Judd Medical
Promoted to Board position after leading the Sales Team to the company's most successful year on record.
Judd Medical
Managed a team of 14 across Sales, Customer Services, Telesales and Clinical. Pivoted portfolio during COVID-19 to include PPE and testing kits.
Results from the home support business I co-founded and led before Roost, working with NHS trusts on hospital discharge.
Figures relate to ilarna, 2023 to 2026.
I learned a huge amount inside the NHS. How complex health systems operate, where decisions get made, and why they stall. I became convinced that real change would come from outside, using technology, data and new models of delivery to work alongside the system. That is what led me to build in this market, to help healthcare move faster where it needs to and build real community infrastructure.
Four things carried straight into Roost: capitalise properly at the outset, hold the licence yourself rather than rent it, give the chief executive a wide enough span of control to actually run the business, and protect the founder's voice in the share structure. Most of what goes wrong in a young company is decided before trading starts.
Most people think home care is about hours, tasks and availability. It is not. It is about coordination, trust and timing. The system is built around supply, who is available and when, rather than outcomes for the individual. That is why it feels fragmented and reactive. The real opportunity is to redesign it around people: better matching, better data, and more flexible workforce models that reflect how people actually live.
Endurance training strips things back to fundamentals. Consistency, discipline, and doing the work when it is not exciting. Building a company is no different. It is not about intensity. It is about managing energy, and staying focused over long periods of time. You do not win by going all out once, you win by sustaining performance.
We bought a football club because it is more than a team. It is a community. It is a place where people come together, where identity and pride are built locally. For me, it is personal. It is where I grew up, where I built relationships, where my family is rooted. We saw an opportunity to take something with real heritage and give it the structure, energy and ambition to grow.
The US pays properly for care at home and has the demographics to need far more of it. Florida concentrates the demand, the funding routes and a fragmented supply base of small agencies. It is the right place to build an operator model that can then travel.
NSPCC
I am proud to serve as Chair of the Business Board of the NSPCC, the leading children's charity dedicated to ending child abuse and neglect.
Every child deserves to grow up in a safe environment, free from harm. The NSPCC's work in safeguarding, education and frontline intervention is vital, and yet the scale of the challenge means there is always more to do. As a stepfather, protecting children is something I feel deeply about on a personal level.
Through the Business Board, I work alongside business leaders to raise funds, build strategic partnerships, and ensure the NSPCC has the resources and commercial acumen to maximise its impact. It is about bringing the same rigour and ambition we apply in business to a cause that could not be more important.
I believe that those of us who have been fortunate in our careers have an obligation to use our skills, networks and platforms to make a tangible difference. There is no better place to do that than in the protection of children.
I work with organisations and operators solving real challenges in large, complex systems.
If you are building something ambitious in healthcare or technology, or want to improve outcomes for people at home and in their communities, I would like to hear from you.
Interested in working together? Send me a message.
Away from work, I am a family man and love spending time with my wife Sally, my two stepdaughters, Mia and Tamsin, and Murphy, our golden retriever. I am an avid fitness enthusiast and have competed in many triathlons and marathons. I have also recently found a new love of Hyrox.
