Meet Ken Young, president and CEO of United Church Homes (UCH) — a faith-based non-profit senior living provider based in Ohio with more than 90 owned or operated senior living communities. Dating back to its first “home for the aged” in 1916, the company now operates in 15 states across the full care continuum and offers management services in addition to its owned properties.
Having served previously as president of UCH, Young has a wealth of experience in senior living operations, growth and change management. His perspective includes managing a mission-driven organization that offers care across settings, including market rate communities. In this Changemakers interview, Young shares his views on the incoming generation of senior living residents, what needs to change in anticipation and his advice for driving change along the way.
In what ways do you think the senior living industry is changing right now?
The industry is shifting toward aging in place, with 90% of seniors preferring to stay home (AARP). NaviGuide, our personalized service coordination program, helps reduce residential care needs by connecting seniors to healthcare and community resources.
We’re also seeing more tech integration, like telehealth and a focus on affordability through middle-market housing. Also, a faster pace of change driven by evolving customer expectations requires operators to be nimble.
In what ways do you think senior living operators need to change for the incoming generation of older adults?
The incoming generation of older adults seeks flexibility, purpose and community. Operators must offer customizable options, wellness programs and meaningful connections, focusing on human-centered care that supports physical, emotional and spiritual well-being. At United Church Homes, our middle-market housing initiatives aim to empower this generation to live with purpose and belonging.
How do you think the senior living industry can change to better educate prospective residents and their families in the years ahead?
We need to educate earlier, starting at high school or college, to remove the stigma around senior care. Transparent storytelling about resident experiences builds trust. Partnering with healthcare providers for informational sessions can also clarify options, helping families make informed decisions with less anxiety.
In what ways can senior living companies change the public’s perception of the industry?
Highlighting programs like NaviGuide and middle-market housing counters institutional stereotypes, showing how we enable independence. Personalized media campaigns with vibrant resident stories can redefine senior living as a partner in connection and quality of life in addition to the quality of care that is provided.
Tell us about some of your recent efforts to change the senior living industry for the better.
We’ve expanded NaviGuide to help older adults age in place, focusing on personalized care coordination. Our middle-market housing growth emphasizes wrap-around services, wellness and social connection. Additionally, our Center for Abundant Aging provides educational resources to combat ageism and address senior living challenges, fostering a more inclusive industry.
Is the senior living industry moving quickly enough to change in the ways it needs to?
Progress is evident, especially post-COVID, but affordability, technology and personalization need faster adoption. We must move at a pace our resources allow to ensure sustainable change.
Change is hard. Can you talk about a time when you tried to execute a change and things didn’t go according to plan? How did you pivot, and what did you learn as a leader?
Change often meets resistance due to human nature. I’ve learned transparency is key — frequent communication about the “why” helps people embrace change.
When a past initiative faltered, we pivoted by increasing clarity and engagement, reinforcing that change is essential for growth and those we serve.
What’s the biggest change you ever made in your career or life? How did it go and what did you learn?
Leaving my law firm partnership 20 years ago to become general counsel at United Church Homes was pivotal. It went well, teaching me to trust my gut, follow my calling, be authentic and not to be afraid to ask for help along the way. My belief in UCH’s mission and core values has guided my leadership journey.
What advice do you have for other senior living companies implementing their own changemaking efforts?
Listen to residents, staff and trends. Create a culture of experimentation, learn from failures and partner with innovators. Align changes with your mission and core values — one size doesn’t fit all. At United Church Homes, our success stems from staying true to our mission and to what we believe serves our residents and communities best.
If you could wave a magic wand and change one thing about the senior living industry, what would it be and why?
I’d increase healthcare reimbursement to cover operating costs, allowing a margin to expand mission-driven services and technology — benefiting everyone.
What fictional character would you enlist to help change the senior living industry for the better this year?
Ted Lasso — his authentic leadership, humor and ability to unite and motivate diverse individuals into a cohesive team to BELIEVE in the impossible would inspire the industry to achieve transformative change together.
Pretend the senior living industry is a streaming service. What movie or television series best describes the industry right now? And if you could change to a new movie or television series, what would it be and why?
Right now it’s The Amazing Race — fast-paced, adapting to challenges like NaviGuide, middle-market efforts and continuous operational improvement in our licensed healthcare. I’d shift to This Is Us, emphasizing belonging and growth, reflecting a future where senior living embraces deep, meaningful support for all.
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