TRANSCRIPT: “I grew up in the suburbs of New York City and from a young age, I always loved sports. In fact, my third-grade P.E. teacher once told my mom he knew I was going to be a professional athlete—he just didn’t know which sport.
Basketball was probably my favorite early on, but I got into tennis when I was 12 years old and quickly realized that’s what I wanted to pursue professionally. My early athletic journey was all about progression: at 14, I was ranked in the top 25 in the country; as a junior, I became number two nationally; then I earned a college scholarship to the University of Tennessee, which was the number one program in the country at the time. I turned pro at the U.S. Open in 1979.
After retiring from the tennis tour in 1988, I moved to California without a clear path forward. I had an interest in real estate, so I enrolled in night classes at UCSD, studying real estate, finance, and development.
Looking back, I see that my tennis career became a prototype for my business journey—it was always one step at a time. I didn’t have a grand vision when I started Kisco. I discovered a portfolio of 12 senior living communities for sale and toured five or six of them. We purchased our first, First Colonial Inn in Virginia Beach, in 1990—and we still own it today.
I often joke that my lack of formal business education served me well. I kept things simple: I wanted to deliver great service to residents, as if my own parents were living in the community. That meant treating people with dignity and respect, and hiring compassionate and caring staff.
Thankfully, senior living attracts people who genuinely love working with seniors. Most frontline staff choose this field because they feel called to serve. That alignment between associates and residents has always been our most important hiring filter—and it’s exactly what residents want. The connection between the two groups is natural and essential.
One question I’m often asked is, “What’s going to change in the next 10 years?” That’s a great question—but an even better one is: “What’s going to stay the same?” Because when you know what won’t change, you can build a business around consistently executing on it.
Seniors will always want meaningful programs. They’ll always want compassionate, well-trained staff to support and serve them. That’s not going to change—and our success is rooted in doing those things better than anyone else.
What we’ve created is a boutique, heart-led model built on empathy. It starts with hiring people who are truly passionate about serving seniors. When you build a team like that, it drives the company forward in a uniquely compassionate and sustainable way.
Our model works because we focus on our three key stakeholders:
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Our Associates – We hire great people, treat them well, and provide opportunities for growth.
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Our Residents – In turn, they receive exceptional care, feel at home, and become loyal advocates.
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Our Business – High satisfaction and retention lead to increased occupancy and long-term profitability.
It’s a self-fulfilling cycle that has sustained Kisco for decades—and it’s what will continue to drive us into the future.”