BTSGUNasdaqServices-Home Health Care ServicesUS GAAP · USD

BrightSpring Health Services, Inc.

BrightSpring Health Services, Inc. is a U.S.-based home and community health services company that combines pharmacy operations with provider services for medically complex and high-need patients. Its platform is built around delivering care in lower-cost, patient-preferred settings such as homes, senior living communities, skilled nursing facilities, and other community-based environments. The company serves a broad referral network that includes physicians, hospitals, health plans, discharge planners, and social service organizations. In 2025, BrightSpring announced the divestiture of its Community Living business to sharpen its focus on home health, rehab, primary care, and hospice. That shift is intended to simplify the portfolio and increase clinical integration across its remaining businesses.

Revenue12.9bn USD
+28.2 %y/y
Operating profit (EBIT)295m USD
+43.1 %y/y
EBIT margin2.3%
+0.2 ppy/y
Net income191m USD
+1,155.6 %y/y
Free cash flow395m USD
+790.7 %y/y

Fiscal year 2025 · change from previous year

Development 2022–2025

051015bn USD2022: 7.7 bn USD2022: EBIT 0.19 bn USD20222023: 8.8 bn USD2023: EBIT 0.15 bn USD20232024: 10.1 bn USD2024: EBIT 0.21 bn USD20242025: 12.9 bn USD2025: EBIT 0.30 bn USD202512.90.30
RevenueOperating profit (EBIT)

Business

Share of revenue
Pharmacy Solutions88 %

Specialty, infusion, and community pharmacy services delivered through local pharmacy and delivery networks.

Provider Services12 %

Home health, hospice, rehab, primary care, behavioral health, and related care coordination services.

Products

Reported · share of revenue
31.7%25.6%18.7%11.6%8.5%FY2025100 %
  • Medicare D31.7 %
  • Commercial Insurance25.6 %
  • Medicare C18.7 %
  • Medicaid11.6 %
  • Medicare A8.5 %
  • Other3.9 %

Source: 10-K FY2025, revenue the company reports per product line (SEC XBRL). Shares are of the lines shown and add up to 100 %.

Customers

BrightSpring sells primarily to healthcare referral sources, payors, and care institutions rather than to retail consumers. In Pharmacy Solutions, customers and referral sources include physicians, specialists, hospitals, senior living providers, skilled nursing and rehabilitation facilities, hospice providers, and pharmaceutical manufacturers. In Provider Services, the company receives most patients through third-party referrals from hospitals, discharge planners, case managers, MCOs, and state and local social service agencies. The end patients are typically high-need and medically complex, often requiring recurring medication management, in-home care, or longitudinal support. The company’s value proposition is that its services can reduce avoidable hospital, ER, and institutional utilization while meeting clinical and reimbursement needs in lower-cost settings.

Referral sources and healthcare providers

Physicians, hospitals, discharge planners, and care managers refer patients into BrightSpring's pharmacy and provider networks because the company can deliver specialized, coordinated care in the community.

Senior living and skilled nursing facilities

These facilities buy pharmacy and related services to support residents who need ongoing medication management and clinical oversight.

Government and managed care payors

Medicaid, Medicare-related programs, MCOs, and other public payors reimburse a large share of services and influence pricing and access.

Hospice, rehab, and behavioral health providers

These organizations use BrightSpring for specialized pharmacy, home health, and care coordination services for complex patients.

Patients and families

Patients and caregivers rely on BrightSpring for convenient, lower-cost, high-touch care in the home or community setting.

Strategy

BrightSpring's current strategy is to streamline the portfolio by divesting the Community Living business and concentrating on higher-priority growth markets such as home health, rehab, primary care, and hospice. Management expects the narrower portfolio to improve strategic focus, operational efficiency, payer mix, and clinical integration across Provider Services. The company is also investing in automation, data, technology, training, and quality/compliance systems to support scale and service consistency. A second pillar is organic expansion through de novo locations, usually opened near existing operations to leverage local market knowledge and existing infrastructure. Together, these moves are meant to strengthen density, improve cross-segment overlap, and support integrated care delivery.

Portfolio simplification and divestiture executionShort term

Management wants to concentrate on higher-growth, more integrated service lines and reduce complexity in the operating model.

Build integrated care densityMedium term

Closer coordination between pharmacy and provider services can improve outcomes, referral capture, and operating leverage.

Quality, compliance, and operational executionMedium term

The business depends on clinical trust, reimbursement stability, and the ability to serve complex patients reliably.

Geography

BrightSpring operates across all 50 U.S. states, Puerto Rico, and Canada, with the United States accounting for the core of its business. The company says its top 10 states represent about 53% of total revenue, showing meaningful but not extreme geographic concentration within the U.S. Its pharmacy and provider platforms are built around local physical presence, so market density and proximity to patients matter for same-day service, in-person administration, and referral capture. The business is also exposed to state-by-state Medicaid reimbursement and local competitive conditions, which can vary materially by market. The company is expanding selectively through de novo locations in targeted U.S. markets to deepen overlap between pharmacy and provider services.

Risks

BrightSpring operates in a highly competitive U.S. healthcare services market where it competes with national, regional, and local pharmacies and home-based care providers. Its business depends on maintaining referral relationships, recruiting and retaining pharmacists, clinicians, and other qualified staff, and preserving service quality in markets where customers can switch providers. A large share of revenue is tied to government and managed care reimbursement, so legislative changes, budget pressure, or state-by-state Medicaid shifts can affect pricing and utilization. The company also handles protected health information and relies on third-party technology and service providers, which creates cybersecurity and operational resilience risk. The planned divestiture and ongoing portfolio changes add execution risk, including transition complexity, customer retention, and potential disruption to operations.

Sorted by severity
LowMediumHighLowMediumHighImpact →Likelihood →Labor availability and retention1Competitive pressure in pharmacy and home-based care2Reimbursement and regulatory changes3Cybersecurity and PHI protection4Divestiture and portfolio transition execution5
Impact is the risk’s severity and likelihood how probable it is over the next few years, both assessed from the company’s reports. Numbers match the list.
  1. Labor availability and retentionImpact: HighLikelihood: High

    Operations require pharmacists, nurses, physicians, and other clinicians; shortages or turnover can reduce service capacity and quality.

    Exposure: Pharmacy and provider operations

  2. Competitive pressure in pharmacy and home-based careImpact: HighLikelihood: Medium

    The company competes against national, regional, and local providers across fragmented markets, which can limit pricing power and referral capture.

    Exposure: Pharmacy Solutions and Provider Services

  3. Reimbursement and regulatory changesImpact: HighLikelihood: Medium

    A large portion of revenue is reimbursed by federal, state, local, and commercial payors, so policy changes can alter rates and utilization.

    ExposureMedicaidMedicare-relatedManaged care payors
  4. Cybersecurity and PHI protectionImpact: HighLikelihood: Medium

    The company processes sensitive patient and payor data and depends on third-party systems, increasing breach and outage risk.

    Exposure: Technology platform and outsourced service providers

  5. Divestiture and portfolio transition executionImpact: MediumLikelihood: Medium

    The Community Living sale is a major strategic shift and could create operational, customer, and employee transition risk.

    Exposure: Provider Services

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Accounting

Judgemental items
Revenue recognition and contractual allowances

Service revenue depends on over-time recognition and estimated reimbursements, which can change reported revenue and margins.

Impact: Affects revenue timing, gross margin, and receivables

Allowance for credit losses

Receivables are owed by multiple payor types with different collection profiles, requiring judgment on expected losses.

Impact: Affects SG&A and net realizable value of receivables

Goodwill and intangible asset impairment

Acquisition-related goodwill and licenses are tested using assumptions about future performance and discount rates.

Impact: Can create large non-cash impairment charges

Discontinued operations for Community Living

The planned divestiture changes how results are presented and can affect period-to-period comparability.

Impact: Separates divested business from continuing operations

Publicly listed companies with a comparable business focus.

Last updated: 24/09/2026

BrightSpring Health Services, Inc. (BTSGU) Revenue, Earnings & Financials 2025 – Clarifo