COMMUNITIEs, Culture AND OPERATING EXPERIENCE
See where our operating approach has taken shape.
Before you invest in a senior living strategy, you should be able to examine the communities behind the team’s experience. The first four Ohio communities offer a starting point: real places where the care-team practices and leadership systems informing Five Winds have been put to work.
313
92–100%
100%
licensed beds in Ohio
community occupancy
in-house staffing
COMMUNITY OCCUPANCY
The Ohio platform provides tangible proof that our operating culture scales effectively. This represents verified bed and occupancy data from active sites, demonstrating Five Winds Senior Living expertise in the field.
COMMUNITY
Cotter House Worthington
Our Home New Albany
Our Home Fairborn
The Avenue Upper Arlington
BEDS
94
113
88
18
STATUS
Purpose-built dementia care. 100% occupancy with a 12-resident waitlist.
Acquired 2023 at 42.5% occupancy; stabilized to 97% in 12 months.
Acquired 2023 at 36.3% occupancy; repositioned to 92%.
Acquired 2024; repositioned to market-rate 55+ rental; value doubled.
Occupancy figures are historical operating results at these communities. They are not a forecast for any other asset.
Ongoing ACQUISITIONs
We are actively pursuing acquisition opportunities throughout the Southwest, West Coast, and other strategic markets, with multiple properties currently under contract or in various stages of negotiation.
results start with culture
We built the Five Winds platform around a simple operating rule: take care of the people who take care of the residents. Caregiver turnover is underwriting, not an HR footnote.
Core Beliefs
Turnover is a Financial Metric.
We operate on the conviction that caregiver stability drives asset performance. Culture isn't an abstract ideal; it is the primary engine for mitigating turnover and ensuring quality.
Hiring Criteria
Humble, Hungry, and People Smart.
We recruit for high EQ and drive. Reducing turnover starts with identifying staff who view care as a craft, ensuring our culture remains an active, profitable operating input.
Investment in People
Leadership Academy as Infrastructure.
Our Leadership Academy is not a perk—it is essential infrastructure. By investing in our team’s growth, we stabilize our workforce and protect the integrity of our resident care.
Culture Curator
Culture in Action
Ralph Gets a Ford
A vintage car presentation for a resident, Greg Cini. Stabilized staffing allows for these deep human connections.
The Rolling Tribute
A celebratory parade through the community, The Rolling Tribute. Reducing churn allows teams to honor long-term legacies.
The Restaurant
Professional kitchen staff preparing fresh meals, The Restaurant. High retention leads to consistency in culinary excellence.
The Leadership Academy
Staff training session, The Leadership Academy. We prioritize the people who care for residents as a core operating rule.
Hiring for Keeps
Culture as a Turnover Deterrent
Staff
Greg Cini's Published Works
These works detail why caregiver culture is the most critical variable in the underwriting and operational success of senior living.
The EQ Advantage
Why Emotional Intelligence Lowers Churn
Training
The Academy Model
Professionalizing the Caregiver Workforce
Results
Stability in Memory Care
Reducing Staff Friction in Dementia
Data