SCOTTSDALE, Ariz. – August 10, 2026 – The senior living sector is experiencing a dynamic period of growth, marked by an increasing number of acquisitions and management transitions. As operators navigate these complex shifts, a critical imperative has emerged: preserving and building trust among employees, residents, and their families. This nuanced approach, extending far beyond the logistical hurdles of licensing, system conversions, and financial recalibrations, was a central theme at the recent HEALTHTAC West 2026 executive discussion, "Leading Through Change."
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The panel, held August 2-4 at The Phoenician in Scottsdale, Arizona, brought together a distinguished group of industry leaders to dissect the multifaceted challenges and strategic imperatives of managing transitions. Moderated by Nicole Page, Chief Growth Officer at Dual Path, the discussion underscored that successful integration hinges not just on operational efficiency, but on a profound commitment to human connection and transparent communication.
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The Complex Landscape of Senior Living Transitions
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The senior living industry is no stranger to change, but the current wave of acquisitions and management shifts presents unique challenges. Operators are finding that the traditional checklists for property transfers are insufficient. As Greg Anderson, Managing Director at Northbridge Advisory Services, pointed out, "We do see a lot of new management companies coming in and old ones coming out, and oftentimes we see a miscalibration of the operational lift." This underestimation of the "operational lift"—the sheer volume of work required to integrate a community into a new organizational structure, including system conversions and operational alignment—can create significant hurdles. Existing leadership teams are often tasked with maintaining day-to-day operations, occupancy, and margins, all while simultaneously learning new systems and reporting to new leadership. This dual responsibility, as Anderson highlighted, effectively requires them to perform two full-time jobs.
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Defining the Transition: CHOW vs. CHOM
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A fundamental understanding of the nature of the transition is the first critical step, as emphasized by Colin Marshall, Vice President of Business Assimilation at Discovery Senior Living LLC. He delineated between a "Change of Ownership" (CHOW) and a "Change of Manager" (CHOM). A CHOW typically involves the transfer of licenses, tax accounts, and other legal entities associated with the operating company. Conversely, a CHOM may leave the ownership structure intact while replacing the entity responsible for the day-to-day management and operation of the community.
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"Knowing what type of transaction it is determines our next steps," Marshall stated, underscoring that this distinction dictates the scope and complexity of the integration process. This foundational knowledge allows incoming operators to tailor their strategies and resource allocation effectively, preventing costly missteps and delays.
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Evolving Communication Strategies: Beyond the Town Hall
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In an era where transparency and direct engagement are paramount, traditional communication methods are being re-evaluated. Discovery Senior Living, for instance, has moved away from relying solely on large-scale town hall meetings to inform employees about impending transactions. Instead, the company deploys subject-matter experts to work alongside existing department leaders within the community.
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"The old model doesn’t fall short. It just doesn’t work for what we do on the front end, plain and simple," Marshall explained. While town halls can address broad concerns, embedding specialists directly into operational areas provides employees with a dedicated point of contact who understands their specific roles and challenges. This proactive approach also enables the transition team to identify and address potential issues within clinical care, culinary services, and facilities management before the new operating team assumes full responsibility. Marshall’s philosophy is clear: "Our responsibility is to hand it over better than we received it." The goal is to remove barriers, allowing the long-term management organization to focus on growth and performance rather than lingering transition-related problems.
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LaPriel Henman, Regional Director of Operations at Sinceri Senior Living, echoed the importance of robust communication as Sinceri has scaled from 30 to 138 communities. Their process continually evolves, but the core priorities of culture and communication remain steadfast. "With some of our transactions, it’s multiple times a week," Henman said regarding communication with executive directors, highlighting the accessibility of leadership. "They’ve got my cellphone number. They’re calling. They’re asking questions." This constant availability significantly reduces uncertainty for local leaders, fostering a sense of partnership and support. Henman’s mantra, "Our goal is to communicate, communicate, communicate, and then everything else falls into place," encapsulates the power of consistent dialogue.
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Proactive Preparation: Laying the Groundwork Before the Close
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Viva Senior Living begins its transition preparation during the crucial due diligence phase. This early engagement involves gathering information, identifying key contacts, and, where legally permissible, initiating meetings with community leadership. Heather Terhark, Chief Strategy Officer at Viva Senior Living, noted that employees often sense an impending change due to external assessments and site visits, even before official notification.
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Once employees are informed, their primary concerns often revolve around critical benefits like paid time off and health insurance, as well as the retention of existing leadership. Viva aims to alleviate these anxieties by commencing employee onboarding approximately 21 to 30 days before the official transition. "Some things may change, but a lot of things are going to stay the same, or we wouldn’t have invested in this community," Terhark assured, aiming to instill a sense of continuity and stability.
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Anderson also stressed the importance of leveraging the due diligence period to assess leadership capabilities beyond mere organizational charts. He recounted an instance where an executive director answered nearly every question directed at department heads, raising concerns about the team’s independent operational capacity. Furthermore, the assessment must extend to the organization’s workplace culture. "Culture doesn’t show up on a spreadsheet. It’s not a legal document," Anderson observed. "It is something that is squishy, unique, and different." Understanding how a management change could disrupt this culture and identifying vulnerabilities in the leadership pipeline are essential for a smooth transition.
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Empowering Local Leaders to Sustain Trust
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For organizations like GenCare Lifestyle, which operates six communities without a dedicated transition department, the focus is on building robust internal systems and designated leads for various workstreams. Danielle Parker, RN and COO of GenCare, emphasized equipping local executive directors to confidently address employee and family concerns without constant reliance on the new management company. "If you have an executive director who is saying, ‘I don’t know. You have to ask the new manager,’ you’ve lost," Parker stated unequivocally. "Maintaining trust is so much easier than having to rebuild it, and that has to start early and happen frequently."
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The ripple effect of transitions can even impact operators not directly involved in acquisitions. Glen Lewis, CEO of RoseVilla, a single-site continuing care retirement community in Portland, Oregon, observes that employees from organizations undergoing turbulent ownership or management changes often seek out RoseVilla for its stability and strong workplace culture. With a history dating back to 1959, RoseVilla boasts long-tenured caregivers, many of whom are drawn to the organization’s established values and environment. Lewis noted, "They are arriving at our community and our organization really craving stability and a really solid culture." RoseVilla’s strategy remains consistent, focusing on its core values and established workplace environment, rather than reacting to external acquisition activities.
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Addressing Families’ Immediate Concerns: Rates and Continuity
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For families of residents, the most pressing concern during a transition often revolves around potential rate increases. Viva Senior Living proactively addresses this by assigning transition and regional team members to provide consistent messaging. Terhark clarified, "We don’t raise in-house rates at that time." If an acquisition occurs near the end of the year, Viva may allow the previous operator to implement their standard annual rate increase. Market rates for new residents may be adjusted following competitive analysis, but existing residents’ base rates remain unaffected by the transition itself. While changes in care needs or new programs may incur additional charges, the core message to families is one of stability regarding their loved one’s current living expenses.
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Parker highlighted that residents often prioritize the feeling of "home" over the corporate branding of a community. "Residents care less about the name on the monument sign and more about waking up the day after the transition and still feeling like it’s their home," she explained. GenCare acknowledges the outgoing operator’s contributions in building the community and fostering relationships, allowing the incoming team to build upon an existing foundation with respect.
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The Crucial First 72 Hours: Building and Maintaining Trust
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A seamless transition, according to Henman, begins long before the official changeover date. Employees should have met their new leaders, completed onboarding processes, and received clear answers regarding compensation and benefits. Sinceri’s implementation of digital onboarding several weeks in advance has significantly streamlined this process. Furthermore, the company deploys its regional team and a senior leader on-site during the critical first 72 hours post-transition. "Trust is earned. It is never granted," Henman stated, underscoring the active effort required to maintain the trust already established within the community. Sinceri continues to utilize town halls followed by extensive individual conversations, alongside digital communication platforms like LifeLoop and a dedicated Family First Hotline, to provide timely answers and solutions, thereby offering peace of mind.
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Terhark emphasized the importance of proactively engaging family members who may not attend group meetings or openly voice concerns. While residents and employees are visible during a transition, relatives might observe quietly without approaching the new team. Families are keen to know about the continuity of caregivers and nurses, potential program changes, and any disruption to their loved one’s established routines. Seeking them out, Terhark advised, is essential.
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The Rise of the Informed Consumer: Transparency and Accountability
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In today’s digital age, consumers and families are increasingly well-informed and demand transparency, particularly in regions like the Pacific Northwest, as noted by Parker. GenCare meticulously reviews potential trust-breaking information, such as website discrepancies or inconsistencies in public messaging, before engaging with families. "We cannot overpromise. We should not ever overpromise," Parker asserted. When definitive answers are unavailable, transparency is key, followed by prompt follow-up.
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Marshall observed that artificial intelligence tools are empowering families to conduct more in-depth research on incoming operators, generating detailed lists of questions. This trend is fostering a more discerning consumer base, placing additional pressure on operators to be thoroughly prepared. Lewis sees this dynamic reflected in RoseVilla’s waitlist. With 300 individuals anticipating a move, the average age of prospective residents is 67. These individuals seek assurance that RoseVilla will remain the organization they have chosen for their long-term commitment. In response, RoseVilla has developed comprehensive strategic and master plans, publicly accessible to prospective residents, ensuring clarity on the organization’s direction and future. "We want future residents, or people who have an interest in RoseVilla, to understand what they’re buying and where they’re going," Lewis explained.
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Culture as the Cornerstone of Workforce Strategy
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The ongoing discussion also addressed the persistent challenges of labor shortages and wage pressures within the senior living sector. Anderson highlighted the need for market intelligence and creative compensation strategies, acknowledging that even marginal wage increases can influence employee decisions. However, he strongly emphasized the paramount importance of organizational culture and reputation as a workplace.
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Marshall identified retention as the most effective strategy for mitigating the effects of labor shortages and rising costs. "The real solution is culture," he declared. In a thriving workplace culture, employees feel equipped, heard, respected, and supported. This environment fosters loyalty and reduces turnover. Terhark added that incoming operators should conduct thorough assessments of resident acuity, evaluate staffing across all shifts, and identify needs for enhanced clinical technology.
As ownership and management changes continue to reshape the senior living landscape, Lewis views the rise of educated consumers as a positive force. Their demand for transparency and active participation in the community can drive organizations to improve. "I welcome that because it means they are informed consumers who are going to be actively engaged in the community and help us become better as an organization," he concluded. The future of senior living hinges not just on efficient operations, but on a steadfast commitment to building and nurturing trust at every level.
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