Future Leader: Charlie Scholz, Senior Director of Marketing, True Connection Communities

Charlie Scholz, Senior Director of Marketing at True Connection Communities, has been named a 2025 Future Leader by Senior Housing News.

To become a Future Leader, an individual is nominated by their peers. The candidate must be a high-performing employee who is 40 years of age or younger, a passionate worker who knows how to put vision into action, and an advocate for older adults and the committed professionals who ensure their well-being.

Scholz sat down with Senior Housing News to share what drew him to the senior housing & senior living industry, the biggest leadership lessons he has learned, his thoughts on the future of senior housing & senior living, and much more. To learn more about the Future Leaders Awards program, visit https://futureleaders.wtwhmedia.com/.

SHN: What drew you to the senior housing & senior living industry?

Scholz: Quite honestly, I didn’t set out to work in senior living specifically. My background was in marketing across various industries, from agency work supporting multiple global brands to real estate investment marketing. When the opportunity with True Connection Communities came up through a mentor, it immediately caught my attention as a potential meaningful next step.

During the interview process, I began to see what makes this industry so special: the culture, the purpose, and the impact we have on people’s lives. Once I got a taste of that, I knew it was where I wanted to be.

Since joining, that feeling has only deepened. Senior living has proven to be an incredibly fulfilling field, and I find tremendous purpose in marketing something that truly helps people. Knowing that our work helps families feel confident and at peace about their loved ones’ living environment gives me a sense of pride I hadn’t experienced before. It’s an industry I see myself growing in for a long time.

SHN: What’s your biggest leadership lesson learned since starting to serve this industry?

Scholz: One of the biggest leadership lessons I’ve learned is the importance of a service-oriented mindset. As a marketing director supporting a portfolio of communities, I’ve come to view my role, and my department, as an in-house agency. Each community is my client, and by extension, every resident and family we serve is a client as well.

That mindset changes how you approach leadership. It’s about listening, being responsive, and doing everything you can to ensure your “clients” have what they need to succeed. When you lead with service, collaboration and trust naturally follow, and that’s where the best work happens.

SHN: If you could change one thing with an eye toward the future of the senior housing & senior living industry, what would it be?

Scholz: I’d like to see the industry accelerate its adoption of modern technology, particularly in marketing, automation and operations.

Compared to other industries, senior living has historically been slower to integrate digital tools and automation, but that’s changing, and it’s exciting to be part of that evolution.

The appetite for innovation is growing across the industry, and I think embracing it will be key to reaching the next generation of residents and their families.

SHN: In one word, how would you describe the future of senior housing & senior living?

Scholz: Adaptation.

The future of our industry depends on our ability to adapt, not just to emerging technologies, but to the evolving expectations of our audience. We’re seeing longer lifespans, more active seniors, and a growing active-adult segment that’s younger and tech-savvy.

To stay relevant, we need to meet people where they are, both in how we communicate and in the experiences we offer. Adapting to that change isn’t just necessary; it’s an opportunity to redefine what senior living can mean for the next generation.

SHN: If you had a crystal ball, what do you think will impact the senior housing & senior living industry now and into 2026?

Scholz: I think we’re entering a period of incredible transformation for the senior living industry, and several forces are shaping that change. Technology will be at the forefront. Everything from smart home integrations and AI-powered resident monitoring to telehealth and predictive analytics will continue to evolve how we deliver care and connection.

At the same time, workforce challenges will push us to adopt greater automation and efficiency tools, not just to streamline operations but to empower our teams to focus on what truly matters: the human side of the business.

Demographically, we’re also seeing shifts that will redefine our audience. Younger, more active seniors and “solo agers” are bringing new expectations for lifestyle, flexibility, and digital engagement. Alongside that, the question of affordability and access will remain central — balancing our mission to serve with the realities of costs and capital investment.

I also believe we’ll continue to see a growing emphasis on wellness, community, and emotional health. We should be designing environments that are not only safe and supportive but genuinely enriching. These combined factors make this an incredibly exciting time to be in senior living, as we adapt to meet the needs of today’s and tomorrow’s residents in innovative, compassionate ways.

SHN: In your opinion, what qualities must all Future Leaders possess?

Scholz: I believe Future Leaders in senior housing must genuinely care about people and come from a place of compassion. You can have incredible technical skills or marketing acumen, but if you’re not driven by helping people, especially in this industry, where it’s so mission-based, it won’t feel authentic. It’s full of collaboration, heart, and service.

A great leader also helps their teams and communities grow, dedicating themselves to serving others, rather than just metrics.

SHN: If you could give advice to yourself looking back to your first day in the senior housing & senior living industry, what would it be and why?

Scholz: I’d tell myself to trust in my own ideas and get them rolling sooner. Early on, I held back some ideas because I thought I needed to learn more about the industry first. And while learning is important, the reason I was hired was to bring fresh ideas and push the industry forward.

So starting earlier with innovation, trying out new things, backing my gut, that’s the advice I’d give. Because those ideas will benefit not just a single community, but the industry as a whole, and ultimately help residents and families feel supported in one of the most meaningful chapters of life.

Oh, and attend resident events early and often! Our residents and resident experience directors know how to have a good time.

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