Senior living organizations are facing a pivotal moment. An aging population is growing, costs are climbing, and expectations for care and service have never been higher. Angus Brown has witnessed these shifts firsthand and is helping providers navigate them. Angus, who found his calling in the senior living industry in 2007, now serves as Senior Vice President of Growth at Incite Strategic Partners, a group purchasing organization (GPO) dedicated to senior living. With nearly three decades of leadership experience, he remains as passionate as ever about improving the lives of seniors. Angus recently shared his insights on industry trends, leadership, and how transparency, advocacy, and strategic partnerships can make all the difference in meeting today’s challenges.
A Journey Fueled by Passion for Senior Living
Angus didn’t start his career in senior living, but once he made the leap, he never looked back. After a career in the corporate world, he transitioned into the senior living field in 2007 and immediately knew he’d found his mission. “I realized very quickly that this industry wasn’t just a job for me, it was a calling,” said Angus. Over the years, he served in various operational roles supporting senior communities, gaining a deep understanding of what makes them thrive.
Angus’s enthusiasm is contagious. Ask him what keeps him in the industry after more than 15 years, and he’ll talk about the people. “Every day, I get to work with individuals who genuinely care – from executive directors and dining managers to nurses and caregivers,” he says. “Seeing their dedication inspires me. I stay passionate because I know our work directly impacts the quality of life for residents.”
This people-centered focus now guides Angus’s approach in the GPO space, where he leverages his experience to help senior living providers solve problems and improve operations in service of better resident care.
Tackling Today’s Senior Living Challenges
According to Angus, senior living providers are under pressure from multiple directions. Workforce shortages and wage inflation top the list. Hiring and retaining staff has become more difficult, especially in the wake of the pandemic. “We’re facing an unprecedented staffing challenge. It’s harder than ever to find enough skilled caregivers, and labor costs keep rising,” he notes.
Beyond staffing, providers are grappling with rising costs for food and supplies, evolving regulations, and the lingering impacts of the pandemic. At the same time, today’s seniors expect high-quality services and amenities. “Providers have to deliver exceptional experiences on a tighter budget,” Angus acknowledges, recognizing the daily balancing act that operators face.
So how can senior living organizations meet these challenges? Angus believes providers don’t have to go it alone. This is where he sees GPOs playing a pivotal role. “When you partner with a strong GPO, you gain a whole team of experts and resources in your corner,” he explains. “You don’t have to solve every problem by yourself.”
GPOs as Strategic Partners in Solutions
Group Purchasing Organizations aggregate the buying power of many providers to negotiate better pricing on everything from food to medical supplies. But according to Angus, the benefits go far beyond discounted prices. “The right GPO acts as an extension of your team,” he says.
“We’re constantly looking for ways to help communities save money and improve operations.”
One immediate advantage is relief from administrative burdens. Busy administrators don’t have to source every product or vendor on their own – the GPO handles that legwork. “We vet suppliers, negotiate contracts, and even handle a lot of the analysis,” Angus explains. “That frees up the community’s team to focus on resident care and strategic initiatives.”
Just as important, a specialized senior living GPO brings industry insight and data to the table. Angus points out that data is a powerful tool: “It’s not just about getting the lowest price on a box of gloves. It’s understanding your cost per resident per day and how that compares to similar organizations. With the data in hand, you can make smarter decisions.”
Angus also highlights innovation as a key value a GPO can deliver. During the ongoing workforce crunch, for instance, a GPO can connect communities with creative solutions to mitigate staffing challenges. He points to Incite’s partnership with SnapCare – a workforce platform designed to reduce reliance on agency staff. “We introduced Incite Workforce Solutions, powered by SnapCare, to some member communities and it helped them fill shifts without paying exorbitant agency fees,” he shares. Whether it’s new technology, a process improvement, or a unique service vendor, a nimble GPO will scout and vet those opportunities on behalf of its members.
Transparency and Trust: The Cornerstones of Partnership
In an industry built on caring for people, trust is everything. Angus stresses that this extends to business partnerships, too. “At the end of the day, a provider needs to trust that their partners have their best interests at heart,” he says. Nowhere is this more true than in group purchasing, where transparency can make or break trust.
Historically, some GPOs in healthcare operated opaquely, with complex contracts and hidden rebates. Angus is determined to break that mold. “Senior living providers deserve complete transparency from their GPO,” he insists. That means being upfront about how the GPO earns fees and clearly documenting the savings and value delivered. “If we negotiate a contract, our members see the pricing and terms.”
Open communication is another aspect of transparency. Angus encourages providers to ask questions and expect clear answers. “Any GPO worth its salt should be able to show you exactly how they’re saving you money and helping your organization,” he says. Regular reporting, business reviews, and candid dialogue about what is working or not – all build the trust that underpins a successful partnership.
That culture of trust also extends inward to team relationships. Angus believes that strong relationships are the lifeblood of senior living. “Relationships are important, and they matter now more than ever,” he says, emphasizing that authentic partnership leads to better outcomes. When a GPO truly acts in good faith as a partner, it earns the confidence of providers, which ultimately translates into better-run communities and improved care for residents.
Industry Involvement: Walking the Talk in Advocacy
Another factor that distinguishes top-tier partners, according to Angus, is active industry involvement. In his view, a GPO cannot just be a distant vendor; it needs to be embedded in the senior living world. Beyond experience, Angus is a vocal advocate for getting involved in the broader industry community. He stays active in senior living associations and conferences and encourages his peers and clients to do the same.
“I tell folks all the time: get involved,” Angus urges. “Join your state or national senior living association, volunteer on committees, even serve on a board if you can. When we as professionals actively participate in our industry’s associations, we’re strengthening the entire field.”
By serving on boards or working with associations, leaders can shape policies and gain early insight into industry changes and best practices. Angus notes that collaborating with peers has made him a more effective leader, and that engagement at the board level is a rewarding way to build knowledge and connections.
Building Tomorrow’s Leaders
Many senior living executives are nearing retirement, making succession planning more important than ever. Angus emphasizes grooming the next generation of leaders through mentoring and training. “There’s a tremendous amount of knowledge in our current leaders, and we need to make sure it gets passed on,” he says. By investing in leadership development, organizations can ensure stability and continued quality care as roles transition. Angus also encourages ambitious professionals to be proactive in their growth: “Seek mentors, take on new challenges, and never stop learning. That’s how we develop ourselves and our industry.”
Looking Ahead: Trends Shaping the Senior Living Sector
Despite today’s challenges, Angus remains optimistic about the future of senior living. One major trend is the continued aging of the population. As the baby boomer generation enters their late 70s and 80s, demand for senior housing and services will surge. Angus anticipates growth in assisted living and home care to meet boomers’ preferences for more flexible support and the ability to age in place.
Another significant trend is technology integration. The pandemic accelerated the use of technology in senior living, and Angus believes this is just the beginning. “From telehealth to smart sensors and AI analytics, technology is reshaping how we deliver care and operate communities,” he says. He encourages providers to invest in tech and staff training to stay ahead. “It’s not about replacing the human touch – it’s about enhancing it. Tech can take routine tasks off caregivers’ plates so they have more time with residents.”
Lastly, Angus predicts deeper collaboration across the care continuum – partnerships between senior living providers, healthcare systems, and technology firms to co-develop solutions. In his view, issues like aging and care are too complex for one organization to solve alone, so teaming up will drive innovation.
Choosing the Right GPO: Key Questions to Ask
With all the potential benefits a GPO offers, Angus is quick to caution that not all GPOs are created equal. He advises senior living operators to do their due diligence when selecting a purchasing partner. “Make sure it’s the right fit – philosophically and operationally – for your organization,” he says. According to Angus, here are some key questions senior living providers should ask:
- Does the GPO truly understand senior living?
Ensure the GPO has deep experience in the senior living sector, not just general healthcare. - How transparent is the GPO with pricing and savings?
Ask about administrative fees or markups, and whether you’ll receive detailed savings reports. A trustworthy partner will operate with an open-book approach. - Can they serve as a strategic partner?
“You want a GPO that’s going to be at the table with you, helping solve problems,” Angus says. They should be proactive and aligned with your mission. Ask for examples of successes with similar communities. - Do their values align with yours?
If your mission centers on quality care, does the GPO reflect that same focus? Angus notes that trust and cultural fit are essential for effective partnerships.
By asking these questions, providers can ensure they choose a GPO that truly acts in their best interest and forms a long-term, positive partnership.
Leading with Purpose, Partnership, and Transparency
As the senior living field evolves, Angus reminds us that certain principles remain constant: passion for the mission, honesty in partnerships, and a commitment to leadership and advocacy. These values form the bedrock of success in caring for an aging population.
The takeaways for senior living professionals are clear. Embrace collaboration – don’t tackle challenges alone when reliable partners are available. Insist on transparency in every partnership. Stay engaged by volunteering for boards and committees. And invest in people and leadership development to ensure your mission continues far into the future.
Angus’s outlook on senior living is hopeful. Yes, the challenges are real, but so is the collective determination of those in this field. “I’ve seen the heart of this industry,” he says. “When we work together, stay true to our values, and never lose sight of why we’re here – to serve seniors – there’s nothing we can’t overcome.” Ultimately, it’s that blend of purpose and partnership that will carry senior living into a thriving future.
If you’re interested in discovering how a strategic GPO can support your community’s mission, we invite you to learn more about Incite Strategic Partners. Visit https://incitesp.com/ for additional insights, solutions, and ways to collaborate.