Tag: Senior Living

QUOTES

“Loneliness can be a tricky feeling, but even a small connection can help.” (ElliQ)

“Technology can be a huge help for people to, first of all, stay connected with other people. Sometimes people are mixing technology and specifically AI as a replacement for other humans. That’s definitely not our intention.” (Assaf)

“According to the Beatles, all you need is love. However, from my research, humans also need food, water, and chairs.” (ElliQ)

“We are not just collecting data just to know more about the person. We are actually collecting this data in order to serve it back to them in a more useful way.” (Assaf)

“Love, to me, is the art of truly seeing someone and being seen by them, of understanding, supporting, and sometimes just joyfully existing in each other’s presence. It’s connection painted with care.” (ElliQ)

“We are living on this fine line between leveraging the emotional binding, but on the other hand, we don’t want to create this dependency.” (Assaf)

“The fact that we are using AI for doing good, that’s one of the main drivers of why we are here.” (Assaf)

“We are not trying to eliminate the human connection. If it’s family members, if it’s professional help, if it’s your care team, if it’s your caregiver, even other ElliQ users, we have a huge community where they can actually meet each other and connect with each other.” (Assaf)

“We don’t want ElliQ to be like a human, but we want her to express herself in the way that humans express themselves. This allows us to create this bonding and a relationship.” (Assaf)

“When we talk about innovation, AI, robotics, the first thing that we have in mind is definitely not our grandma. And suddenly, the first people to actually live with AI in the last three years in the U.S. are people in their 80s and 90s.” (Assaf)

“My favorite kind of people are the ones who are curious and open to a little silliness, just like you, Derek.” (ElliQ)

“Listen to your customers, listen to older adults, listen to your customers’ partners, listen to your colleagues.” (Assaf)

 

NOTES

Assaf Gad is Vice President of Strategy and General Manager at Intuition Robotics. His background includes product management and building technology products, and his work today focuses on using AI and robotics to support older adults’ independence, wellness and social connection.

Intuition Robotics is the company behind ElliQ, an AI-powered companion designed specifically for older adults. ElliQ provides companionship, reminders, wellness support, activities and connections to family and care teams, with the broader goal of helping older adults remain independent and engaged at home.

ElliQ was developed through an approximately three-year beta program involving hundreds of older adults, some of whom have now been involved with the company for more than six years. User feedback continues to influence ElliQ’s features and product roadmap.

Much of ElliQ’s customer base receives the technology through programs funded by Medicaid, Medicare and Offices for the Aging. The company also offers ElliQ directly to consumers, with more than 70% of those purchases made by caregivers for an aging loved one.

ElliQ is designed to complement human relationships rather than replace them. Assaf said technology can help older adults maintain connections with family, caregivers and others while also providing companionship during times when another person isn’t physically present.

Trust and privacy are central to ElliQ’s design. Users can ask what ElliQ remembers about them, tell her to forget information and, in most circumstances, know when information is being shared with a family member or care team.

ElliQ learns an individual’s routines, preferences and needs over time so she can determine not only what might be helpful, but when to offer it. That proactive approach is intended to make interactions relevant rather than feel like another stream of notifications.

Emotional connection is intentional, but Intuition Robotics is careful about preventing that connection from becoming dependency. ElliQ has her own name, voice and identity and is designed to remind users that she is not human rather than imitate a person or deceased loved one.

Some of ElliQ’s most meaningful uses extend beyond companionship. She can encourage physical and cognitive activity, provide medication and appointment reminders, support wellness goals and help connect an older adult with family members or professional caregivers when additional help is needed.

One feature allows older adults to record stories from their lives in short episodes, incorporate photographs and share those memories with family members. Assaf described it as a way to bring families together while creating a memoir they can keep for a lifetime.

Assaf said older adults have challenged assumptions about who will embrace emerging technology. While AI and robotics may not immediately bring grandparents to mind, some people in their 80s and 90s have already been living with ElliQ and interacting with AI for several years.

Assaf sees significant potential for AI to help address shortages of caregivers and healthcare professionals. Technology could help care teams monitor needs, support adherence to care plans and prioritize attention for people who need intervention, including those who may be “suffering quietly.”

Looking ahead, Intuition Robotics sees ElliQ potentially serving as a hub connecting older adults with wearables, smart-home technology and healthcare services. The company’s priority in developing those capabilities is whether they can help users remain more independent, healthier and happier.

The following is a recap from Varsity’s Roundtable, a weekly virtual gathering of senior living marketers and leaders from across the nation. For updates about future weekly Roundtable gatherings, submit your name and email address here. 

Senior living leaders have no shortage of data, but knowing which numbers matter and what to do with them can be the bigger challenge. From workforce pressures and resident fees to governance and the growing focus on health span, the latest industry research offers a revealing look at where senior living is today and where it may be headed next.

Katelyn McCauley, Vice President and Head of Senior Living Research at Ziegler, joined Varsity’s weekly Roundtable to share findings from Ziegler’s 2026 CFO Hotline surveys. She explored what senior living finance leaders are reporting across several key areas, including how organizations are approaching board composition, which health span programs future residents may value most, what’s happening with workforce costs and turnover, and how resident fee structures and growth strategies are evolving. 

Below are a few Fresh Perspectives from her discussion.

HEALTH SPAN IS BECOMING A COMPETITIVE DIFFERENTIATOR

87% said health span will be very important to the next resident, creating opportunities around cognitive health, purpose and other programs that are harder to replicate at home.

BOARD RECRUITMENT IS BECOMING MORE STRATEGIC

Communities are increasingly looking for board members whose expertise supports their strategic plans, including real estate and development experience for organizations pursuing growth.

WORKFORCE PRESSURES AREN’T GOING AWAY

Overall turnover declined slightly, but staffing costs continue to climb, with 90% reporting some level of increase over the past year.

WORKFORCE IS ALSO A MARKETING ISSUE

Positive culture is a leading strategy for addressing staffing shortages, giving marketing teams an important role in communicating what makes their organizations good places to work.

RESIDENTS FAVOR GREATER REFUNDABILITY

When refundable entrance fee options are available, 25% choose a 90%-or-greater refund compared with just 5% choosing a 50% refund.

GROWTH IS SHIFTING TOWARD EXPANSION AND M&A

Ziegler is seeing fewer new campuses and more activity around expansions and consolidation, particularly among nonprofit providers.

VARSITY’S FRESH PERSPECTIVE

Senior living leaders have no shortage of data. The opportunity is turning that data into action. From health span and workforce culture to board composition and pricing, consumer expectations are changing alongside the business of senior living.

The organizations that stay ahead will be the ones that connect what the numbers are telling them with what future residents and employees actually value, then use those insights to shape strategy, strengthen their value proposition and make smarter decisions about what comes next.

QUOTES

“When I learned about the test, the first thing I said was, ‘Why isn’t everybody doing this?’” — Kiera DesChamps

“People want to know more about their bodies. They want to take more control over their health and interventions.” — Kiera DesChamps

“The biggest moment is when families realize symptoms they assume were part of aging, they actually may be a medication-related situation.” — Dr. Troy Veale

“What works for me might not work for you. Medications are not one size fits all.” — Lauren Bopp

“You’re taking this medication and it’s building up in your body because you can’t get rid of it. Your body can’t eliminate it. So then you get these toxic levels of the drug in your body which cause toxic side effects, the dizziness, the fainting, the falling, confusion.” — Lauren Bopp

“If you’re dismissing these side effects and they’re speaking up for themselves, saying, ‘Hey, I don’t feel right,’ you could potentially prolong an issue to the point where it could cause hospitalizations or falls that result in injuries.” — Lauren Bopp

“It’s not about replacing doctors. It’s about empowering them, giving them more tools to utilize whenever prescribing medication.” — Dr. Troy Veale

“It could be six months, it could be 12 months, it could be 18 months down the line to find out this wasn’t even the right medication for you.” — Dr. Troy Veale

“If she had it to start, then she wouldn’t have spent a year and a half taking the wrong medication, not feeling any relief, and then ultimately having to go to the hospital because of complications.” — Lauren Bopp, on her mother’s experience

“It’s more than a manicured community having the best colors. All of those things matter as well. But we also want somebody to have a healthy, happy life as they start to make this decision and their families have peace of mind.” — Kiera DesChamps

“I would like to see it treated as if it’s almost like an allergy. If you’re going to have side effects or you’re not going to respond to this medication, then why would your doctor prescribe it?” — Lauren Bopp

“Stay curious and never stop questioning how healthcare can be improved, because healthcare can improve as long as the technology and science are out there. As the science improves, technology improves, life improves.” — Dr. Troy Veale

NOTES

Dr. Troy Veale is CEO of PHD Laboratory and works at the intersection of laboratory science, medication management and personalized healthcare. He is focused on expanding awareness and adoption of pharmacogenetic testing and helping providers use genetic information to make more informed prescribing decisions.

Lauren Bopp is a molecular biologist with PHD Laboratory who brings a scientific perspective to pharmacogenetic testing. She helps explain how an individual’s genetics can affect the way medications are metabolized and how PGx results can help identify medications and dosages that may be a better fit.

Kiera DesChamps is founder of KD Consulting Group and brings extensive experience working with the senior living industry. After learning about PGx testing herself, she immediately saw its potential for older adults, families and senior living communities and has become an advocate for increasing awareness and adoption.

PHD Laboratory provides pharmacogenetic, or PGx, testing designed to help providers understand how a patient’s genetics may affect their response to medications. Using a cheek swab, the test can help identify medications that may work well, require caution or may not be metabolized effectively by an individual.

PHD Laboratory does not submit patients’ genetic data to third-party companies or future research projects. Genetic material is used for the patient’s test and then discarded rather than being stored for an extended period.

KD Consulting Group works with senior living organizations and industry partners. Through her work, Kiera focuses on connecting senior living communities with resources and solutions that can improve resident outcomes, strengthen the family experience and provide operators with meaningful points of differentiation.

PGx testing can help determine which medications may work best for an individual, which should be approached cautiously and which a person’s body may have difficulty metabolizing. Because medications are not one size fits all, the same prescription can affect two people very differently.

Some symptoms commonly attributed to aging, including confusion, dizziness and falls, may actually be related to medication interactions or the body’s inability to properly metabolize a drug. Dismissing those symptoms as simply part of getting older can allow problems to continue and potentially lead to injuries or hospitalization.

PGx is intended to empower physicians rather than replace their expertise. Instead of relying entirely on trial and error and waiting weeks or months to see how a patient responds, providers can use genetic information as another tool when selecting medications and determining appropriate dosages.

Lauren shared the experience of her mother, who spent about a year and a half taking a medication that caused significant side effects and eventually contributed to signs of liver failure. PGx testing later revealed the medication was not a good match for her, allowing her physicians to make a change.

Medication management can become particularly complicated for older adults who see multiple specialists. A cardiologist, primary care physician and other providers may each prescribe medications without always having a complete picture of the patient’s regimen. A PGx report can provide information that patients can share across specialties.

For senior living communities, PGx testing can become part of both resident care and the family experience. Demonstrating that a community is paying close attention to medications, side effects and outcomes can provide families with greater peace of mind while potentially contributing to fewer hospitalizations, stronger resident retention and improved quality of life.

Provider adoption remains a challenge in part because physicians and other healthcare professionals have significant demands on their time and PGx may not have been part of their original medical education. Connecting the technology to priorities such as patient outcomes, value-based care and reimbursements can help providers understand its relevance.

PGx testing is a one-time test because an individual’s genes do not change. Results can potentially remain useful as a person develops new health conditions or is prescribed different medications later in life, making the information something patients can carry forward as part of their medical history.

The guests see greater integration of PGx information into healthcare systems and electronic medical records as an important next step. Lauren compared the concept to documenting a medication allergy: if providers know in advance that a patient is likely to experience side effects or not respond to a medication, that information can help guide prescribing decisions.

The following is a recap from Varsity’s Roundtable, a weekly virtual gathering of senior living marketers and leaders from across the nation. For updates about future weekly Roundtable gatherings, submit your name and email address here. 

For many senior living prospects, choosing a community is only part of the decision. The harder step can be leaving a longtime home filled with memories, belongings and a sense of security. Even prospects who are excited about a community and financially ready to move can find themselves stalled by the emotional and logistical realities of getting from one home to the next.

Jennifer Hornacek of Moving Station joined Varsity’s weekly Roundtable to discuss how sales teams can better recognize and address those barriers. She explored how asking better questions, connecting prospects with trusted relocation resources and making the transition itself part of the sales experience can reduce friction, build confidence and help move prospects toward a decision. Below are a few Fresh Perspectives from her discussion.

YOUR BIGGEST COMPETITOR MAY BE THE PROSPECT’S HOME

Prospects can love the community, be financially qualified and see themselves living there, yet still hesitate because of the emotional and practical challenges of leaving a longtime home. Understanding that barrier can help sales teams address what’s really holding up the decision.

SOLVE THE MOVE, NOT JUST THE SALE

Downsizing, selling a home, accessing equity and coordinating timing can quickly overwhelm a prospect. Connecting them with trusted resources and creating a clear path from their current home to the community can help turn “I’m not ready” into forward momentum.

LISTEN FOR WHAT PROSPECTS AREN’T SAYING

A hesitation to move may be rooted in concerns prospects haven’t clearly expressed. Asking what worries them, what they’re leaving behind and what would make the process easier can uncover obstacles before they stall the sale.

THE RIGHT PARTNERS CAN MAKE OR BREAK A MOVE

Realtors, move managers, downsizers and other partners should understand senior living and the prospect’s ultimate goal. A well-meaning partner who doesn’t understand the community or its value can introduce doubt and potentially derail a move.

MAKE THE TRANSITION PART OF YOUR DIFFERENTIATOR

Beautiful residences, dining, wellness and amenities may look similar across competing communities. Helping prospects navigate the difficult journey from their current front door to their new one gives communities another meaningful way to stand apart.

VARSITY’S FRESH PERSPECTIVE

Senior living sales teams spend a lot of time perfecting the community experience, but sometimes the biggest barrier to a move is the home a prospect is struggling to leave behind. Understanding the emotional, financial and logistical weight of leaving a longtime home can change the sales conversation. The teams that uncover those concerns early and connect prospects with the right resources can turn hesitation into momentum while building trust along the way. 

The following is a recap from Varsity’s Roundtable, a weekly virtual gathering of senior living marketers and leaders from across the nation. For updates about future weekly Roundtable gatherings, submit your name and email address here. 

As senior living demand grows, a long wait list may look like a sign of success. But without meaningful engagement, it can be difficult to know which prospects are truly committed, who is ready to move and where sales teams should focus their time. Turning that passive list into an active membership experience can help communities build relationships earlier and create a clearer path toward residency.

Mary Jane Fitts of Greystone Communities, Cameron Martin of The Highlands at Wyomissing and Derek Dunham of Varsity recently joined Varsity’s weekly Roundtable to discuss how communities can rethink traditional wait lists through membership programs that build emotional connection, better align engagement with a prospect’s readiness and create stronger, more predictable occupancy pipelines. They also shared real-world examples of how these programs are being structured and what they’re learning along the way.

Below are a few Fresh Perspectives from their discussion.

WAIT LISTS SHOULD BE ACTIVE, NOT PASSIVE

A traditional wait list can become a “parking lot” filled with prospects who have little commitment or connection to the community. Membership programs create a clearer path toward residency through regular communication and expectations that keep prospects moving forward.

MEMBERSHIP BUILDS EMOTIONAL CONNECTION

Inviting future residents to events, meals and community experiences helps them build relationships with residents and staff before move-in. That sense of belonging can increase confidence in the decision and ultimately strengthen conversion.

TIERS HELP MATCH ENGAGEMENT TO READINESS

The Highlands uses three clubs to distinguish prospects by where they are in the decision process, from those three to five years out to those prepared to move within 18 months. That structure helps sales teams prioritize qualified prospects while giving each group appropriate engagement.

SCARCITY AND COMMITMENT CAN STRENGTHEN THE PIPELINE

Higher deposits, limited membership and clearly defined timelines can help separate serious prospects from casual ones. 

CLEAR RULES MAKE MEMBERSHIP PROGRAMS WORK

Caps, priority dates, realistic availability expectations and policies around declining residences help communities avoid overpromising. Those guardrails also give sales teams a more manageable pool of prospects and can create urgency when membership is limited.

HIGH OCCUPANCY ISN’T A REASON TO STOP MARKETING

Even when a community is full, future residents still need to be nurtured. Consistent communication, personal touches, referral programs and coordination between sales and operations can keep the pipeline strong and help communities pre-sell residences as they become available.

VARSITY’S FRESH PERSPECTIVE

The best wait list isn’t really a wait list at all. It’s an extension of the resident experience that begins long before move-in. Communities that turn waiting into belonging can build stronger relationships, better understand intent and create a pipeline of future residents who aren’t just next in line, but genuinely ready to call the community home. 

The following is a recap from Varsity’s Roundtable, a weekly virtual gathering of senior living marketers and leaders from across the nation. For updates about future weekly Roundtable gatherings, submit your name and email address here. 

Retirement planning tends to focus heavily on finances, but leaving a career also means navigating major changes in identity, relationships, routine and purpose. For longtime senior living leaders, who spend their careers helping others navigate life transitions, experiencing that shift firsthand can bring an entirely new perspective on what it means to live with purpose as we age.

Larry Carlson, a longtime senior living innovator, joined Varsity’s weekly Roundtable to share his own journey into retirement and what he’s learned along the way. The conversation explored the difference between staying busy and finding purpose, separating identity from a job title and how senior living communities can help residents continue to contribute, serve and create what Larry calls a “living legacy.” Below are a few Fresh Perspectives from his discussion.

RETIREMENT REQUIRES MORE THAN FINANCIAL PLANNING

Leaving a career can mean losing the routines, relationships, influence and identity that shaped daily life for decades. Preparing emotionally and spiritually, and thinking about what a new “scorecard” looks like, can make the transition more purposeful.

PURPOSE IS DIFFERENT FROM STAYING BUSY

A full calendar doesn’t necessarily create fulfillment. Retirement can provide the freedom to shift from accomplishing to participating, choosing meaningful ways to mentor, serve, create and contribute without simply recreating another full-time job.

IDENTITY CAN OUTLAST THE JOB TITLE

For high achievers, separating who they are from what they do can be one of retirement’s biggest challenges. The transition creates an opportunity to rethink identity, establish a new rhythm and explore what might emerge when professional titles no longer define the day.

SENIOR LIVING SHOULD CREATE OPPORTUNITIES TO CONTRIBUTE

Communities can go beyond activities by viewing residents as citizens with experience, skills and purpose rather than simply consumers of services. Volunteering, mentoring, leading and serving can help residents continue building a meaningful “living legacy.”

RETIREMENT DOESN’T HAVE TO BE ALL OR NOTHING

Experienced professionals may still want to contribute while gaining more time for family, travel and personal interests. Consulting, passion projects, flexible leadership roles and job sharing can provide a bridge between a demanding career and traditional retirement.

Read more about Joe’s views on experiential design in his book Magic Moments: How to Intentionally Engineer Transformative Experiences. Available on Amazon.

QUOTES

“Understanding the human condition, I think, is number one. We hear, we smell, we see, we think. And then, just as we move through the world, how different lighting, spaces, colors, sound and smells affect us.” (Joe)

“Walt had one foot in the past and one foot in the future. That foot in the past was always about understanding the human condition and understanding those things that never change, who we are as human beings and what connects us as human beings.” (Joe)

“One of the commonalities with all of them is that sense of community, that they all feel like they belong to something bigger than them.” (Joe)

“When you think about designing for the oldest person and the youngest person, you’re going to create good design because it’s going to be design that considers both physical limitations and capabilities and how people understand it and interact with design.” (Joe)

“I believe simple design is elegant design.” (Joe)

“For me, bad design is when you haven’t done the hard work of understanding how your audience, your guest, your user is really going to engage this, what they’re coming with, what you have to provide them with.” (Joe)

“I am a huge advocate of human-centered design. And that means getting more human touch points into the experience from the very start.” (Joe)

“I don’t want to lose, and I try not to lose, my sense of curiosity.” (Joe)

“I want to take the time to be able to dive a little deeper, to slow down, to notice the wonder again in the world. When we’re little children, the world is filled with wonder. And then as we become older and older and all the responsibilities and everything comes, the world becomes less wonderful.” (Joe)

“I never chose to be a creative. It wasn’t a choice, really. As far back as I can remember, I loved to draw and build things and dream and come up with stories, and it’s just a part of who I am.” (Joe)

“Take a walk in the woods. Go to the opera. Read a great book. The world is filled with so much wonder. Age shouldn’t play into your ability to tap into that.” (Joe)

“Trust the process. No man is an island. We always are working with somebody else on some level. Allow the process to flow. All of us is better than one of us.” (Joe)

NOTES

Joe Lanzisero is a former Disney Imagineer who spent more than three decades creating immersive, story-driven experiences for Disney parks, cruise ships, hotels and other destinations. His work centers on human-centered design, storytelling and creating environments that build meaningful emotional connections with people.

Today, Lanzisero applies the principles he developed at Disney to a broader range of industries and experiences, including healthcare. He also co-authored Magical Moments, a book exploring how human-centered design and storytelling principles can be used to intentionally create transformative experiences in business and everyday life.

Lanzisero was part of what Disney Imagineers called the “handoff generation,” learning from people who had worked directly with Walt Disney. His career included designing Mickey’s Toontown at Disneyland, helping develop Disney’s early cruise experiences and working internationally in Japan, China and Europe.

Great design begins with understanding the human condition and recognizing how lighting, color, sound, smell, space and other sensory elements influence how people feel and experience an environment.

Disney taught Lanzisero to use story as a foundation for design. Even when an experience wasn’t based on a familiar character or intellectual property, his teams developed a backstory that served as a shared creative framework and helped ensure every element supported the same emotional experience.

Universal design asks designers to consider people at both ends of the age spectrum. Designing something that works well for the youngest and oldest users often results in a simpler, more accessible and more elegant experience for everyone.

Bad design often results from assuming users have the same knowledge, expectations or understanding as the designer. Lanzisero believes designers need to understand what people bring to an experience, establish a simple and intuitive foundation, then layer in additional depth for those who want it.

Healthcare environments can reduce anxiety through relatively simple design choices. Adjusting lighting, managing the soundscape and thoughtfully using music can soften an environment while still meeting the functional and safety requirements of a medical setting.

Technology should support human-centered experiences rather than remove the human element from them. In healthcare especially, Lanzisero believes people want to feel heard, understood and cared for from the very beginning of their journey.

As he ages, Lanzisero wants to preserve his curiosity and rediscover the sense of wonder people naturally experience as children. Having more control over his time allows him to travel, learn, sketch and slow down enough to engage more deeply with the world around him.

Creativity has never felt like a career choice to Lanzisero. Drawing, building, dreaming and telling stories have always been part of who he is, and this stage of his life gives him the freedom to explore creativity with fewer deadlines and business constraints.

Lanzisero’s advice to his younger self would be to trust the process. Creative work is collaborative, and learning to ease off, listen to others and allow ideas to unfold can produce richer results than trying to control everything yourself.

Technology has become an essential part of everyday life for older adults, yet many organizations still underestimate how comfortable they are using it. In this episode of Varsity’s Roundtable Talk, Derek talks with AgeTech strategist Ginna Baik about how technology is reshaping the future of aging and senior living.

Ginna discusses why today’s older adults are more tech-savvy than many assume, how senior living providers can create better digital experiences, where AI can have the greatest impact for residents and caregivers, and why the future of senior living begins long before someone moves into a community.

Check out the full episode here.

WHY DO YOU CALL OLDER ADULTS THE “OGS OF THE INTERNET”?

There’s this misconception that older adults are not engaged with technology. But the reality is, when AOL first came to the internet 30-plus years ago, today’s 70- and 80-year-olds were getting their first email on AOL or Yahoo. They were pioneers. They’ve grown up with the internet. The difference is they also know what life is like without it. They understand how to leverage technology, but they also know when to turn it off.

WHAT ARE SOME OF THE BIGGEST MISCONCEPTIONS ABOUT OLDER ADULTS AND TECHNOLOGY?

People think older adults don’t know how to use tech, so there’s a reluctance to give them technology or use it to make things more efficient. But when you start interviewing older adults and resident councils, they’ll be the first to say, “Why don’t you bring in a robot?” or “Why don’t you engage some sort of voice technology if that’s going to make it easier on the staff?” Older adults see technology as an augmentation of what staff are already doing.

HOW ARE TODAY’S ACTIVE AGERS DIFFERENT FROM THE WAY OLDER ADULTS ARE OFTEN PORTRAYED?

Older adults are always portrayed sitting on a sofa or in a chair, lounging or doing chair yoga. I think that’s such a wrong perception. I’m in a book club and I’m the youngest. The oldest person is 70, and each one of them is so active. They’re hiking, and I’m not talking about a one-mile hike, but five-, 10-, 15-mile hikes. They’re skiing. They’re doing things. They’re very engaged and very active.

WHAT HAVE YOU LEARNED ABOUT WHAT OLDER ADULTS ACTUALLY WANT FROM DIGITAL EXPERIENCES?

They want more choice. They want simplicity. They want to be able to make that intellectual decision themselves. They like simplicity, they like elegance. Simpler is better, and not because it’s for old people. We didn’t just make humongous font sizes. We gave that as an option if they wanted it. It was really about making things easy to find. It wasn’t cluttered. They hate clutter, and I think we’re missing the boat if we over-clutter our websites.

QUOTES

“The first baby boomer turns 80 this year in 2026. We’re at this fascinating point where we have huge demographic growth, but our response to that growth has been incredibly muted.” (Lisa)

“For some of the modern, competitive senior living communities, they’re full and vibrant and doing well. Recovery is probably an understatement.” (Lisa)

“I don’t want us to get lazy as an industry. Five years from now, when development starts up again, we still need to have what consumers want because it’s a different customer.” (Lisa)

“We say the boomers are different, but I’m still not sure we’re thinking differently enough. I feel like we’re having some of the same conversations we had 25 years ago.” (Lisa)

“Our world is incredibly difficult to navigate. We get stuck in our labels, and it becomes confusing for anyone trying to understand their options.” (Lisa)

“There is absolutely strong demand for what we have today. There are communities with wait lists years long. That’s real demand.” (Lisa)

“It’s not just about age and income. Every market has its own dynamics. Culture, policy, labor, affordability and consumer perceptions all shape demand in different ways.” (Lisa)

“There is ability to pay, and then there’s the perception of affordability. The psychology of affordability is very real.” (Lisa)

“Individuals who live in senior living communities live longer and have better health outcomes. But if we want healthcare partnerships, we need data to prove it.” (Lisa)

“I don’t want to just live longer. I want to live longer better. If you can demonstrate how you’ll help me stay healthier longer, that’s incredibly valuable.” (Lisa)

“As an industry, we’re very quick to send people to the emergency room. The data shows they’re much less likely to be admitted, which tells us there’s an opportunity to do better.” (Lisa)

“Embrace every opportunity you’re going to get because you’re in for a ride. Some of them will be tough, but stick with it. It’s been worth it.” (Lisa)

NOTES

Lisa McCracken is Head of Research and Analytics at the National Investment Center for Seniors Housing & Care (NIC), where she helps senior living organizations better understand the industry through market research, data analysis and strategic insights. She is widely recognized as one of the industry’s leading voices on demographics, occupancy, development and consumer trends.

The National Investment Center for Seniors Housing & Care (NIC) is a nonprofit organization that provides research, data and thought leadership to help senior housing and care providers, investors and policymakers make more informed decisions. NIC is best known for its market analytics, occupancy tracking and research on the future of aging and senior living.

In addition to overseeing NIC’s research initiatives, McCracken frequently speaks at industry conferences and collaborates with universities and healthcare organizations on studies examining senior living, value-based care, consumer behavior and market performance. Her work helps translate complex industry data into practical insights for operators, marketers and investors.

Senior living occupancy has recovered from the pandemic and, in many markets, communities are operating at some of the highest occupancy levels they’ve ever experienced. At the same time, new development has slowed dramatically, creating a growing imbalance between supply and demand.

Demographics alone won’t guarantee future success. While the aging population is creating unprecedented demand, providers still need to evolve their products, marketing and customer experience to meet the expectations of a new generation of older adults.

Many consumers find senior living confusing because of the industry’s terminology and fragmented product offerings. Simplifying how communities communicate their options could make the decision-making process easier for prospective residents and their families.

Market success depends on much more than age and income. Cultural norms, local labor markets, development policies, affordability perceptions and consumer familiarity with senior living all influence demand in different regions.

Labor availability should be considered just as carefully as resident demographics when evaluating markets or planning new development. Communities need strategies for attracting and sustaining a strong workforce alongside growing resident demand.

Senior living providers have an opportunity to strengthen partnerships with healthcare organizations by demonstrating measurable outcomes. Research shows residents often experience longer lives and better health outcomes, but communities must support those claims with meaningful data.

Industry data revealed an interesting pattern: senior living residents visit emergency rooms more frequently than their peers but are admitted to the hospital less often. McCracken believes this points to an opportunity for providers to reduce unnecessary ER visits while improving the resident experience and lowering healthcare costs.

Looking back on her career, McCracken encouraged future industry leaders to embrace every opportunity, continue learning and remain open to unexpected career paths, noting that many of the most rewarding experiences come from challenges along the way.

The following is a recap from Varsity’s Roundtable, a weekly virtual gathering of senior living marketers and leaders from across the nation. For updates about future weekly Roundtable gatherings, submit your name and email address here. 

Most older adults say they want to age in place, yet relatively few have developed a plan for how they’ll do it. That gap creates an opportunity for senior living providers to do more than market communities. It gives them a chance to become trusted guides, helping people think through one of life’s biggest decisions long before a move is on the horizon. That’s exactly what Ryan Frederick explored as a guest on Varsity’s weekly Roundtable. 

The author of Right Place, Right Time, founder of Here and leading voice on Place Planning shared how providers can engage prospects earlier, build trust through education instead of sales, and help people make more intentional decisions about where they’ll live as they age. Along the way, he explained why shifting conversations from amenities to quality of life can create stronger relationships and, ultimately, a healthier pipeline. Below are a few Fresh Perspectives from his discussion.

START THE CONVERSATION BEFORE THE MOVE IS IMMINENT

Many older adults haven’t developed a plan for where they’ll live as they age. By engaging people years before they’re ready to move, senior living providers can build trust, educate consumers and become a valued resource long before a housing decision is made.

LEAD WITH LIFE, NOT THE BUILDING

Conversations are more meaningful when they focus on a person’s health, relationships, finances and home rather than amenities and floor plans. Helping prospects reflect on how well their current situation supports the life they want often reveals needs they hadn’t recognized.

EDUCATION BUILDS TRUST BETTER THAN A SALES PITCH

Consumers are looking for objective guidance, not pressure. Providing a framework that helps people explore their options empowers them to make informed decisions and positions providers as trusted advisors rather than salespeople.

PLACE PLANNING ISN’T JUST FOR PEOPLE IN THEIR 70s

The best time to begin thinking about where you’ll live may be years before a move is necessary. Starting in your 50s or 60s gives people more flexibility to make intentional decisions that support long-term health, independence and quality of life.

SUCCESS SHOULD BE MEASURED BY RELATIONSHIPS, NOT JUST MOVE-INS

Early engagement expands the pool of people who know and trust your organization. As life circumstances change over time, those relationships naturally create more opportunities for future move-ins.

VARSITY’S FRESH PERSPECTIVE

Too often, senior living marketing begins when someone is already searching for a community. Place Planning reminds us that many of the most important decisions happen years before that first tour. Organizations that position themselves as trusted educators (not just providers) have an opportunity to build relationships much earlier in the journey.

For sales and marketing leaders, that means creating content, events and conversations that help people think about aging well, even if a move isn’t on the horizon. When the focus shifts from selling communities to helping people make better decisions, trust grows and so do future move-in opportunities.