About
I spent eighteen years inside one organization learning how strategy actually gets made and unmade in senior living. Now I do that work from the outside.
I came into senior living sideways. My degree is in graphic design, from Savannah College of Art and Design, which is not the usual preparation for running strategy at a nonprofit healthcare system. It turned out to be useful preparation for a different reason. Design training is mostly training in framing: understanding who you are actually talking to, what problem is really being solved, and how to make a complicated thing legible to someone who has thirty seconds to look at it.
That is a fair description of what I do now.
The long version
I joined Pacific Retirement Services in 2008 as an administrator-in-training and stayed eighteen years. In that time I obtained my Nursing Home Administrator license, managed operations for a 600-unit Life Plan Community, led corporate marketing across eleven business units, ran marketing strategy and customer experience through an acquisition and a pandemic, and finally served as Vice President of Strategy and Innovation for a federated system of twelve Life Plan Communities across six states with roughly $400M in revenue.
The work I am proudest of from that period is not the most visible. I directed a ten-person cross-functional team that converted The Peninsula Regent from an equity-ownership structure to an entrance-fee model, which meant redefining the business model, rewriting resident agreements, and securing formal approval from the California Department of Social Services. It is projected to improve the community’s cash position by $20 to $30 million within five years.
The other one was smaller and mattered just as much. A routine current-state analysis turned into a full revision of a business unit’s financial proforma, which surfaced a material gap between the assumptions everyone was operating on and the actual trajectory. That finding prompted a strategic course correction and averted a serious decline in days cash on hand. Nobody had been careless. The assumptions had simply aged, and no one had gone back to check.
In July 2026 I founded Mineart Insights.
How I work
I care about value creation more than the deal. A lot of people in this field are fluent in cash-on-cash return and comfortable stopping there. Financial discipline matters and I take it seriously, but a senior living organization exists to build something people want to live in. If the strategy does not produce that, the returns will not hold.
I am direct about what I find. The most useful thing an outside advisor offers is a willingness to say the thing that is politically expensive to say internally. I try to earn that by being accurate rather than provocative.
I work toward decisions. I have seen enough excellent analysis go unused. My engagements are designed to end with a documented decision, an owner, and a tripwire for revisiting it.
I do not take engagements I am wrong for. If your question is primarily an actuarial one, or a legal one, or a clinical one, I will tell you and point you somewhere better.
Credentials
- Licensed Nursing Home Administrator
- Bachelor of Fine Arts, Graphic Design, Savannah College of Art and Design
- Eighteen years at Pacific Retirement Services, most recently VP of Strategy and Innovation
- Interim Executive Director, $35M-budget Life Plan Community
- Speaking: LeadingAge National, Ziegler, PRS Leadership Summit
Outside the work
I live in Kirkland, Washington. I read more than is strictly reasonable about organizational behavior and decision-making, and I have an ongoing interest in how nonprofits sustain a sense of purpose as they grow.