David Koelling

Across senior living, leaders are navigating a difficult balancing act. They are managing persistent cost pressure, staffing instability, and rising resident expectations at the same time that they are being asked to strengthen occupancy, protect margins, and deliver a more differentiated community experience. In that environment, dining can no longer be treated as a support service alone. It has become one of the clearest expressions of a community's value proposition and one of the most visible drivers of resident satisfaction, reputation, and long-term performance.

That shift is being accelerated by what the industry is seeing in real time. Senior living dining leaders are contending with inflation, workforce demands, and higher expectations for flexibility, personalization, and wellness-driven experiences. At the same time, organizations across the sector are investing in smarter workflows, dining technology, and experience-first strategies because they understand that dining now influences far more than daily operations. It shapes resident perception. It supports loyalty. It contributes to how communities compete.

This creates an important opportunity to reframe the conversation. The real issue is not whether communities should invest in dining. The question is how they can strengthen performance as well as identity, culture, and control that make their communities distinct.

Annie Boltz/Corporate Director of Culinary Operations at Wesley Willows will join the session to share best practices on how she manages the cost pressure while keeping the focus on creating excellence and hospitality in their dining programs.