Senior Living & Post-Acute Care
Occupancy is decided over weeks: inquiry, tour, follow-up, deposit, move-in. Most operators run this differently in every community. I make the journey to move-in visible and repeatable, and coach your team to run it.
The signature failure
Watch occupancy stall in the follow-up gap.
Tour-to-move-in pipeline
follow-up gap: tour → deposit
Occupancy is decided in the gap nobody watches.
The weeks between a tour and a deposit are where most move-ins are won or lost, and where personal-spreadsheet follow-up quietly fails. Meanwhile a large share of move-ins come from paid aggregators that keep the family relationship and the margin.
Blended cost per move-in
Pipeline conversion is illustrative of the shape, not a specific operator. Aggregator placement fees commonly run near a month's rent; owned demand is the lever that lowers blended cost per move-in and reclaims the relationship.
What is broken
A move-in journey nobody can see end to end.
- Inquiries arrive across phone, web, and referral sources with no single intake or response standard.
- One capture-and-response standard across channels, so no inquiry waits and no source is invisible.
- Sales counselors track tours and follow-ups in personal spreadsheets; leads go cold between tour and deposit.
- A tour-to-move-in pipeline with stages, timers, and follow-up cadences the whole team works from.
- Each community reports occupancy differently; corporate cannot compare or diagnose performance.
- A shared occupancy and pipeline dashboard that rolls up by community and exposes where deals stall.
- Move-ins lean heavily on paid referral aggregators (A Place for Mom, Caring.com) that take a large fee on every placement and own the family relationship.
- An owned-demand engine that lowers blended cost per move-in and reduces dependence on aggregator channels you do not control.
- Marketing spend is judged on lead volume, not on move-ins or revenue per occupied unit across acuity levels.
- Closed-loop attribution to move-in and revenue per occupied unit by IL, AL, and memory care, so budget follows the channels that actually fill units.
How I help
Central standards, local execution.
- 1
Demand-to-occupancy engine
I connect paid and organic demand to a tour-to-move-in pipeline and build the owned channels that reduce your reliance on paid referral aggregators, so leadership sees occupancy as a system, not a monthly surprise, and keeps more of the margin on every move-in.
- 2
Always-on inquiry capture
AI voice and chat that answer, qualify, and book tours when a family reaches out, including the evenings and weekends when adult children actually research.
- 3
Repeatable across communities
One playbook, dashboard, and standard for the sales motion that works in every community while preserving the local relationships that close deposits.
- 4
Occupancy visibility for corporate
A roll-up view of pipeline and occupancy so the corporate team can compare communities, diagnose stalls, and intervene early.
Senior Living & Post-Acute Care stack diagnostic
4 failure points
- Inquiry routing
Web forms, call-ins, and referral emails land in three separate inboxes with no shared queue or response clock.
- Sales CRM
Pipeline stages are defined differently in each community, so a 'tour' or 'deposit' means something different everywhere and nothing rolls up.
- Occupancy reporting
Each community calculates occupancy its own way, so the corporate number is a reconciliation exercise, not a dashboard.
- Attribution
Lead volume sits in one tool and move-ins in another, and the two are never joined back to a channel or an aggregator fee.
I design the growth, technology, and operating systems around your communities and coach your team to run them, not clinical, legal, or regulatory advice, handling resident and family information with appropriate sensitivity and security.
Components that fix this
The engine parts I build for this vertical.
Each failure above maps to a component of the growth engine. Here is what plugs in where.
- Capture layer
AI Voice & Chat
Always-on capture that answers the adult child researching at night and books the tour before the lead cools.
Explore the component → - Connective tissue
Revenue Operations & CRM
The tour-to-move-in pipeline with stages, timers, and a roll-up occupancy view corporate can compare across communities.
Explore the component → - Demand generation
Growth Marketing
Owned demand that lowers blended cost per move-in and loosens the grip of paid referral aggregators.
Explore the component →
A 90-day intake and marketing engine took three communities from 64% to 90%+ occupancy at $1,840 per move-in.
Read the case study →
Make occupancy a system, not a monthly surprise.
I will map your inquiry-to-move-in journey, show you where deals stall across communities, and design the engine that keeps units full.