April 20, 2026

In the following interview, Amber Porter, Principal at The Institute, speaks with Cameron Carter, Co-Founder and CEO of Rosarium Health. Cameron shares how both professional experience in healthcare disparities and personal caregiving challenges inspired Rosarium’s approach to treating the home as a critical part of the healthcare system.

AP: Can you share the founding story behind Rosarium? What inspired you to start it, and what was happening in your life or the market at that time that made you take the leap?

CC: Rosarium grew out of two things coming together at the same time. Professionally, I spent years working in value-based care and healthcare disparities research, looking at how payers spend money and why outcomes so often fall short. We talked a lot about medical care, but I repeatedly saw that people were ending up in hospitals or nursing facilities because their living situations and neighborhood environment were unsafe and unsupported, not because they needed more medicine.

At the same time, this became personal. I was helping my aunt and grandmother determine how to age at home. They didn’t need round-the-clock care. They needed a safer bathroom, better lighting, a ramp, and someone qualified to look at their home through a clinical lens. What surprised me was how hard it was to make that happen. The services existed, but the process was fragmented, slow, and confusing—especially for families without time or resources to navigate it.

That gap felt like both a human problem and a system failure. Rosarium is my attempt to bring structure, clinical judgment, and accountability to something that should be simple: helping people live safely at home.

AP: Who is incentivized to solve housing accessibility? And how did that inform your business model?

CC: Health plans and state budgets are directly incentivized, whether they realize it or not. They pay for the downstream consequences when people can’t live safely at home, including hospital stays and nursing facility placements that cost thousands of dollars each month. By contrast, a home intervention can often prevent those outcomes entirely.

This economic reality shaped Rosarium’s model from the beginning. We work with payers and risk-bearing providers to deliver home-based services as a covered benefit, not a last resort. When prevention is easier to authorize and execute than institutional care, behavior changes.

The model works because incentives are aligned. Families get safer homes. Clinicians see better outcomes. Health plans reduce avoidable costs. That alignment is what allows the work to scale responsibly.

AP: How do you balance growth with maintaining your company’s mission and values?

CC: For me, the mission isn’t something separate from the business. It’s embedded in how we operate. We focus on clinical rigor, operational discipline, and outcomes that can be measured. That creates natural guardrails as we grow.

I’ve learned that values show up less in slogans and more in decisions. Who we partner with. How quickly we pay contractors. Whether we choose speed or quality when trade-offs arise. Growth only matters if it strengthens the system we’re building. If it undermines trust or care quality, it’s not the kind of growth we’re after.

AP: In your first years as a CEO and Co-Founder, how have you taken care of your mental health and wellbeing?

CC: I’ve learned that endurance matters more than intensity. Building a company is not a sprint, and pretending otherwise catches up with you. I try to keep routines that ground me, stay physically active, and maintain consistent relationships with people who knew me before I was a founder.

I also remind myself why the work matters. When I hear from a family that has personally benefited from our work, it puts day-to-day stress in perspective. My advice to other founders is simple: treat your health like core infrastructure. If it breaks, everything else eventually does too.

AP: What does success look like to you?

CC: Success starts with impact. Fewer falls. Fewer emergency visits. More people are living safely at home longer than they otherwise would have. Beyond that, success means scale, not as growth for its own sake, but as durable infrastructure that health plans and health systems rely on.

It also means building a culture where people take pride in doing hard, unglamorous work well. If Rosarium helps shift how healthcare thinks about the home, and we do it with integrity and discipline, that’s success. The rest follows from there.

Learn more about Rosarium Health.