American House Takes On Full Profit, Loss Responsibility, Signaling ‘aggressive’ Growth Push Ahead

American House Senior Living is more than just a senior living management arm. The operator now exists as a vertically integrated component of commercial real estate, development, investment, construction and property management company REDICO.

REDICO, which stands for Real Estate Development Investment Company, acquired American House and 13 communities in 2008. Since then, the company has grown the senior living operator to around 70 communities in Florida, Illinois, Michigan, Missouri, New Hampshire, South Carolina and Tennessee, through a mix of acquisitions and development.

Now, thanks to a 2026 strategic plan, American House’s leaders have taken full responsibility for the company’s acquisitions, development, construction, property management and community operations. While REDICO is still serving as American House’s holding company, the company now operates with full profit-and-loss responsibility.

REDICO’s leaders decided to undertake the move in anticipation of senior living demand ahead. They also did so to further expand American House with its own investment function, according to CEO Dale Watchowski. Crain’s Detroit Business was first to report the shift at American House earlier this week.

REDICO’s holdings include an operating platform for commercial real estate and it has acted as the investment platform for Southfield, Michigan-based American House. Giving more agency and oversight to American House will help its leaders support additional regional growth.

REDICO has this year shifted some of its personnel to the American House team, including by promoting Samantha Eckhout to managing director of investments and hiring Matthew Winsryg as senior vice president of development. Among Eckhout’s duties is “sourcing, underwriting and executing senior housing investment opportunities while working closely with institutional investors, joint venture partners and capital providers,” according to a press release.

The new team members will support not only new acquisitions, but support “an aggressive approach to new development,” Watchowski said.

With acquisition costs increasing and growing nearer to replacement costs, it’s become time to “connect the dots” across the portfolio and prepare for the next generation of seniors to move in.

“We’ll come down from the Northeast and we’ll move up from the Southeast,” Watchowski said. “The idea is to essentially connect those dots and establish a regional presence from the southeast into New England.”

American House has a pipeline of projects in Rehoboth Beach, Delaware; Bel Air, Maryland; Scarborough, Maine; and its leaders are in the process of identifying additional sites in Florida, Virginia and Michigan. When the active pipeline is complete, the operator will have around 74 communities in its portfolio, well on its way to reaching its goal of 100. Still, despite that growth push, quality is the company’s north star in all that it does.

“I don’t want to be the biggest. I want to be the best,” Watchowski said.

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