Earlier this month, more than 70 senior living executives and board members from 23 organizations gathered in New Orleans for the 22nd annual Ziegler Greystone Executive Symposium. This two-day event gave providers the opportunity to network, share insights, and discover innovative strategies to thrive in the senior living space.

Thursday and Friday featured a variety of expert-led sessions and networking opportunities. Attendees gained insights into methods of growth, the changing nature of healthcare delivery, how to optimize operations for profitability, and more.

The Ziegler Greystone Executive Symposium was an invaluable experience. It provided critical insights into evolving regulations, industry trends, and peer success stories …. [and] directly influenced our strategic vision. I highly recommend this symposium to any organization looking to stay ahead in the ever-changing senior living landscape.

Key Takeaways:

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1. Plan Strategically for Growth

Nearly 90% of attendees are actively pursuing growth initiatives to prepare for future and current demand. Providers should proactively assess market demand, evaluate risks, and implement intentional growth strategies to stay competitive. The significant growth in senior households and limited new construction presents opportunities for new projects; many providers are also turning to satellite campuses to extend their market reach without requiring additional healthcare units. Many providers also reported a full-time staff member dedicated to the pursuit of growth opportunities, ensuring providers stay competitive.

2. Adapt to the Baby Boomer Consumer

Baby Boomers have different expectations than previous consumers, valuing choice, engagement, and financial security. Providers should tailor their services, marketing, and pricing models to attract and engage this highly involved and choice-driven generation. Offering a range of living options and contract types, larger living spaces, and a variety of amenity packages will be crucial to attracting this generation.

3. Revisit Delivery of Healthcare Services and Expand Service Lines

Providers are exploring new methods to deliver healthcare services, including the age-in-place model, to better meet consumer needs and improve operating efficiency. Bella Vida, a new campus in San Antonio, TX, is embracing the age-in-place model with no plans for skilled nursing in the first phase of development. Instead, the campus will feature independent living and memory care, supplemented by a robust home and community-based services program for in-home supportive services. In contrast, RiverWoods Exeter in Exeter, NH, is working to consolidate their healthcare services, centralizing all healthcare into one neighborhood on their campus. Both are prime examples of providers working to rethink the delivery of these services in a way that works best for their markets.

4. Optimize Operations for Profitability

Providers continue to be pressured by increasing costs and labor availability. Technology is increasingly becoming a tool to streamline operations and increase profitability. Tools like Greystone’s First Impressions App can improve community environments and staff engagement, while HR and payroll automation apps streamline administrative tasks, saving both time and money. Integrating robotics and AI-driven automation in areas such as dining and sanitation further enhances operational efficiency, ensuring long-term profitability while maintaining resident satisfaction and high-quality care.

5. Balance Pricing to Match the Market

Providers are revisiting pricing structures to better align with the current market and optimize long-term outcomes. Balancing monthly service fee and entrance fee pricing to better match customer economics while also evaluating alternative healthcare benefits are crucial.

For example, one community in Missouri, Aberdeen Heights, recently increased overall occupancy and generated additional revenue by modifying its healthcare benefit from a traditional life care contract to a line of credit. This allowed the community to reduce entrance and monthly fees while maintaining the same actuarial pricing margin. Read the case study on their success here.

6. Mitigate Risks and Maintain Flexibility

New campus developments and expansions are thriving, but success requires innovative thinking to navigate high construction costs, tariff impacts, and evolving service models. Adapting to uncontrollable risk factors that may arise during the development process is crucial.

Many thanks to all who joined us in New Orleans this year. Planning has already begun for the 2026 Ziegler Greystone Executive Symposium. If you are a growth-minded provider, we hope to see you there.