Shn Sales And Marketing: Occupancy Whack-a-mole

This article is sponsored by Seniors Guide. This article is based on a Senior Housing News discussion with Kristin Cole, Corporate Director of Marketing at Jaybird Senior Living, Brandon Christiansen, Director of Marketing at Primrose Retirement Communities, Katharine Ross, President at Seniors Guide. The discussion took place on March 5th, 2026 during the SHN Sales and Marketing Conference. The article below has been edited for length and clarity.

Senior Housing News: This session is on how to stop playing occupancy whack-a-mole—one of my favorite titles of the day. We’re going to discuss the realities of managing occupancy across a portfolio, particularly how buildings are often at different stages at the same time, and how sales and marketing teams can respond to those cycles.

So, Katharine, my first question is for you: Why do portfolio-level gains in occupancy often mask underperformance?

Katharine Ross: Yeah, we’re all seeing the headlines from NIC and McKnight’s showing how much average occupancy is increasing. But with some of the portfolios we work with, we’re seeing that the top third of communities are carrying the bottom third. And even WelcomeHome data showed that many communities are still below 78%.

That’s where the full story isn’t reflected in the headlines—and why we want to dig into it. If the bottom third of your communities are performing at that level, you’re losing margin and probably not providing the best experience either.

SHN: So Kristin, how do you prevent average occupancy from creating a false sense of security when certain buildings are still dragging performance down?

Kristin Cole: Great question. We all know averages hide low sales performers, but they also hide occupancy and financial challenges. We like to compare occupancy to revenue, and whenever there’s a variance, it can highlight issues brewing under the surface.

At Jaybird, we lean into transparency. For example, our SVP of Sales and Marketing shares weekly reports that clearly define occupancy levels for every community. Sometimes, at the end of the month, that reporting is even daily.

This helps highlight communities performing below benchmarks and gives leadership insight into trends—whether things are improving or declining.

SHN: Great. Brandon, anything to add?

Brandon Christiansen: When you look at portfolio-wide numbers, they can definitely mask underperformers. But if you want to grow overall occupancy, the top third won’t get you there. Growth has to come from the bottom third—those sub-80% or sub-90% communities. They have to pull their weight to move the needle.

SHN: Brandon, staying with you—what’s the first lever you pull when a community dips below, say, 78% occupancy?

Brandon Christiansen: Great question. Nothing inspires marketing brainstorming like an occupancy dip—everyone suddenly loves marketing.

For me, it depends on who’s asking. The closer they are to the issue, the more reactive the response: paid social, events, direct mail—quick tactics to generate leads.

But if the perspective is more strategic, the conversation shifts. Are we missing something in SEO? Are we lacking organic traffic? Is the website converting?

It’s always a mix. We implement quick wins to feed the pipeline, even if they don’t convert immediately, while also digging deeper to ensure we’re not missing something more fundamental in our digital strategy or positioning.

SHN: Kristin, does that resonate?

Kristin Cole: Absolutely. The first response is always, “We need more leads.” But the real question is: do we need better leads? It’s about quality versus quantity. We want leads that convert into move-ins.

Katharine Ross: To add to that, I often see operators invest heavily in aggregators or SEM. Those can be useful at the right time, but they can also bring in higher-acuity residents with shorter stays.

You also need to ensure your keyword strategy aligns with consumer behavior—not just marketing language.

SHN: That ties into the idea of being careful with goals. If it’s just “heads in beds,” that may not support the broader strategy. So Kristin, how do you move beyond reactive tactics to create long-term occupancy growth?

Kristin Cole: For me, it comes down to consistency—especially in relationship-building. Whether it’s with referral sources, prospects or the broader community, trust is the constant.

Tactics will change, but if your community has a strong reputation, you’ll maintain a steady flow of leads through word-of-mouth and referrals.

Successful communities also share common traits: consistent processes, strong follow-through, alignment across teams and a mindset that “everyone is in sales.” They also make every interaction personal—because this is a deeply personal decision for families.

SHN: Brandon, anything to add?

Brandon Christiansen: If you’re not best friends with your sales team, become best friends with them. They’ll tell you what’s working and what prospects are asking.

If we’re not answering those questions on our website, we’re missing opportunities. Sales and marketing need to be fully aligned, with clear expectations about what each initiative will deliver.

Katharine Ross: And remember, senior living is local. Messaging needs to reflect that. If certain questions come up in one community, they should be addressed consistently across all listings. That builds credibility and expertise.

SHN: So it sounds like you need to be both local and consistent across the portfolio.

But occupancy challenges aren’t always a marketing issue. Brandon, how do you determine whether it’s a marketing problem or something else?

Brandon Christiansen: The short answer is data. The longer answer is that there’s almost always something marketing can improve.

For example, if you’re getting plenty of independent living leads but your openings are in assisted living, you won’t fix occupancy. That’s where deeper funnel analysis matters—understanding where messaging or targeting may be misaligned.

SHN: Kristin, should we also be rethinking the sales process?

Kristin Cole: Yes—we should always be refining it. But we also need to remember this isn’t a transaction; it’s a transition.

I’d love to see salespeople viewed as advocates. We need to meet families where they are and ask deeper questions, not just focus on closing deals.

SHN: Brandon, your thoughts?

Brandon Christiansen: We have a strong sales process, but marketing can support beyond the top of the funnel.

For example, how can we help move prospects from tour to deposit? That’s where marketing can step in—though it’s a delicate balance.

SHN: As occupancy improves, how should marketing think about protecting margin?

Brandon Christiansen: Higher occupancy gives you the freedom to focus on quality over volume. Sales-qualified leads matter more than raw lead volume.

It also gives you time to work more strategically with vendors and improve efficiency, which ultimately boosts ROI.

Kristin Cole: Messaging plays a big role. If we constantly rely on concessions, we diminish value. Instead, we should position our communities strategically to reinforce that value.

SHN: Final question—what’s one piece of advice for communities stuck below 78% occupancy?

Kristin Cole: Focus on the inputs—speed to lead, conversion rates and follow-through. If you get those right, the numbers will follow.

Brandon Christiansen: Don’t panic, but don’t ignore it either. Use your data, focus on your strongest lead sources and stick to your core tactics. Occupancy issues don’t happen overnight—and they won’t be fixed overnight.

SHN: Katharine, final thoughts?

Katharine Ross: Consumer perception doesn’t always match reality, and that gap is worth exploring. Use your data to understand it—and focus on storytelling to show the true value of senior living.

There’s also a 10-step playbook available from Kristin and Brandon—if you’re struggling with occupancy, that’s a great place to start.

As operators move beyond reactive tactics, the right digital foundation becomes essential. SeniorsGuide.com connects communities with a highly targeted audience actively researching senior living, without the high cost of referral aggregators. Its subscription model delivers consistent visibility, stronger lead quality, and a more predictable path to rebuilding occupancy with confidence.

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