ComForCare Mercer is a family home care business based on lived experience. The Mercer County, New Jersey location has been owned and operated by Mike Durkin, along with his wife and son, for 15 years.
Durkin did not enter the home care industry through formal training or business planning. He entered it out of necessity. As he tried to find reliable help for elderly family members, he saw firsthand how confusing and frustrating the process could be.
“We were just trying to help our own family,” he says. “And it shouldn’t have been so hard.”
This experience shaped his career and the company that followed. From the beginning, Durkin focused on non-medical home care, enabling older adults to age with dignity at home. Services include 24-hour care, home care and overnight care.
His leadership style is practical and direct. It is important for him to answer the phone, remain available and solve any problems that arise. ComForCare Mercer works closely with families, hospitals, rehabilitation centers, assisted living communities and elder care advocates.
Durkin is known for his focus on caregiver placement. He is convinced that care only works when the right person is placed with the right client.
“Skills are important, but personality is just as important,” he says.
Over time, ComForCare Mercer has built a reputation based on consistency rather than growth objectives. Durkin’s career reflects an ongoing commitment to service, patience and trust. The focus of his work continues to be one idea: good care begins with listening.
Interview: ComForCare Mercer on building trust in home care
Q: How did your career in home care begin?
It started with our own family. We tried to find help for elderly relatives and kept running into the same problems. Calls are not returned. Unclear expectations. It felt harder than it should have been.
This experience has stayed with me. I realized that families shouldn’t have such problems when they are already under stress.
Q: What made you decide to open ComForCare Mercer?
I wanted to fix the problems we were having. Not in theory, but in practice. We opened the Mercer County location as a family business. My wife, son and I are all involved.
From day one, we focused on being present. When someone calls, we answer. If something goes wrong, we’ll take care of it straight away.
Q: What were the initial challenges?
One of the most difficult tasks was matching caregivers to clients. Home care is personal. You enter someone’s house. If the fit isn’t right, you’ll notice it quickly.
There were situations in which customers were initially dissatisfied. Not because the nurse was bad, but because she wasn’t the right fit.
Q: How did you deal with this problem?
We built a stronger support base and spent more time understanding both sides. Personality, routines, communication style. These things are important.
I remember a customer who was dissatisfied early on. We listened, made a change and found a better solution. This relationship ended up lasting years.
Q: How would you describe your leadership approach?
I don’t believe in running this business remotely. Leadership in home care means being available.
“If something happens at night, you don’t want a voicemail,” I always say. “You want a person.”
This applies to families and carers. People need to know that someone is there.
Q: How has the home care industry changed over the years?
Demand has increased. Families are more overloaded. There is also more confusion about what quality care looks like.
Oversight is not always clear. This can endanger older people. I have spoken publicly about the need for better standards because I see the impact every day.
Q: What keeps you focused after 15 years?
The people. Every situation is different. Every family has a story.
Patience is learned in this work. There are no quick fixes. You gain trust by showing up again and again.
Q: What defines success for you today?
Knowing that people feel supported. They know they can stay in their homes longer. Knowing they can reach someone who will listen.
This business is not about growth charts. It’s about doing the job right.
