Before Casey Hite ever launched one of the fastest-growing healthcare companies in America, he was a ten-year-old hustling live bait to fishermen at sunrise. By his early teens, he was running his father’s jet ski business. For Hite, business felt less like a career choice and more like second nature. And from the beginning, he knew two things: he wanted to build something of his own, and he wanted to do it his way.
That mindset ultimately shaped Aeroflow Health, the company he co-founded with his brother Don. It wasn’t planned. Hite’s only experience with healthcare had been as a patient or a family member, not an operator. But that outsider perspective gave him an edge. Rather than replicate the inefficiencies he saw across the industry, he focused on building a system that put patients first—and made the healthcare process easier, not harder.
Early on, Aeroflow was hanging by a thread. Hite worked 15-hour days, filed insurance claims himself, and relied on credit cards and 401(k) loans to stay afloat. But over time, a different kind of company took shape—one built on extreme ownership, where leaders rose from within, micromanagement was seen as a failure, and innovation came from the front lines. When vendors couldn’t meet Aeroflow’s needs, Hite didn’t wait—he built internal systems from scratch, setting a precedent for the company's technology-driven model today.
Under Hite’s leadership, Aeroflow has expanded from its origins in oxygen supply to become a national leader in home medical equipment, breastfeeding support, diabetes care, urology, and sleep health. In 2024, the company crossed $600 million in revenue and served more than a million patients in a single year. Its breast pump division alone now supplies over 40% of the pumps used across the United States.
But Hite’s focus hasn’t changed. He still sits among his team—no office, no walls—and credits Aeroflow’s success to a culture of humility, ownership, and relentless iteration. He’s quick to say that the best ideas don’t come from the boardroom; they come from employees solving real problems, day after day. And when the right decision means walking away from what started it all—like Aeroflow’s founding oxygen business—he’s willing to do it.
Hite wants to double the number of patients served—and keep rewriting the playbook. In a system still built for administrators, not patients, he’s betting on empathy, automation, and extreme ownership to push healthcare forward where it counts most: on the ground.
