We’re excited to introduce you to the always interesting and insightful Jeff Kauffman. We hope you’ll enjoy our conversation with Jeff below.
Hi Jeff, thanks for joining us today. We’d love to hear from you about what you think Corporate America gets wrong in your industry and why it matters.
One of the biggest issues I see in senior housing is the corporate driven sales culture that prioritizes occupancy numbers over doing what’s truly best for families. Sales teams are often under intense pressure to meet quotas, leading to an “always be closing” mindset. As a result, communities frequently present themselves as the right fit for a resident, even when they’re not, just to secure a move-in.
This pressure creates an environment where collaboration between communities is rare. Instead of working together and cross referring to ensure families find the most appropriate setting, many communities operate in silos. The reality is, there are enough seniors in need of care to fill all communities. But when families are overwhelmed by aggressive sales tactics, they often delay making decisions or avoid them altogether, which can negatively impact their loved one’s well-being.
Senior living should be about trust, guidance, and truly helping families navigate a complex and emotional transition, not just closing a deal.
What’s a lesson you had to unlearn and what’s the backstory?
I owned and operated my own memory care facility for 10 years and it demanded constant problem solving, emotional endurance, and leadership through staffing shortages, regulatory changes, and family dynamics. Ownership is never smooth, and staying the course for a decade shows deep resilience and my commitment. At the end I owned two properties and helped another gentleman start his memory care company. After helping him get started I ended up being over his company operations, marketing and sales while still owning my own. I suffered burn out and fatigue by the end and chose to sell my memory care in 2018. The lessons from my first business has made me a much smarter and more prepared owner with my current business.
Any advice for managing a team?
As a young business owner at the time I would tell my employees things I hoped to do or give them and often could not fulfill what I hoped to accomplish. Employees would be left feeling frustrated when my high hopes did not come to fruition. As an owner, it’s important to keep things like this to your self until you are certain they will happen.
Contact Info:
- Website: https://www.rightdirectionsenior.com
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Image Credits
Image Credits: Matthias Zomer, Kampus Production, Jsme MILA