Beyond Amenities: Watercrest Invests in People-First Growth with New Sales Leader

Vero Beach, FL – November 7, 2025 – In a sector increasingly focused on luxury amenities and advanced care technologies, Watercrest Senior Living Group is doubling down on a core principle: its people. The company recently announced the appointment of Kaleigh Petree as Vice President of Sales Operations, a move industry analysts say signals a strategic investment in employee development and a culture of compassionate care.

Petree, a seasoned senior living professional with over a decade of experience, will be responsible for aligning operational strategy with sales training and mentorship, aiming to maximize growth across Watercrest’s expanding portfolio of assisted living and memory care communities. While many organizations prioritize rapid expansion and bottom-line growth, Watercrest’s approach appears to be rooted in the belief that a thriving workforce directly translates to superior resident care and sustainable success.

“We’ve seen a real shift in the senior living landscape,” explains one industry consultant, speaking anonymously. “Families are no longer just looking for beautiful facilities; they want to know that their loved ones will be cared for by engaged, compassionate staff. Companies that invest in their employees are the ones that will truly stand out.”

Watercrest’s commitment to its workforce is underscored by its eight-time certification as a “Great Place to Work.” Employee reviews consistently highlight the company’s robust training programs, supportive management, and positive work environment. This emphasis on employee well-being is particularly crucial in a demanding field like senior living, where burnout rates can be high.

“Kaleigh has seamlessly transitioned into our executive leadership team as she innately serves others with a dedication to excellence based on integrity,” says Marc Vorkapich, Principal and CEO of Watercrest Senior Living Group. “She leads with intention, collaborates to find solutions, and engages with associates, residents, and family members solidifying our Watercrest mission, ‘to welcome, to care, to serve.’”

Petree herself brings a unique perspective to the role. Sources close to Petree share that her dedication to the field stems, in part, from a deeply personal experience—the loss of her stepfather to ALS. This personal connection has fueled her passion for providing exceptional care and advocating for those living with age-related illnesses.

“It's not just a job for her; it’s a calling,” shares one former colleague, who requested anonymity. “She genuinely cares about the well-being of both residents and staff, and she brings that passion to everything she does.”

Aligning Sales & Operations for Sustainable Growth

Beyond the emphasis on employee experience, Watercrest’s appointment of a dedicated VP of Sales Operations reflects a strategic shift towards greater alignment between sales and operational efficiency. In a growing market, simply attracting new residents isn’t enough. Organizations must also ensure they can deliver on their promises of quality care and service.

“The senior living market is becoming increasingly competitive,” explains another industry analyst, speaking anonymously. “Companies need to be laser-focused on optimizing their sales processes and ensuring that their operations are running smoothly. Aligning sales and operations is critical for sustainable growth.”

Watercrest’s recent expansion – highlighted by the addition of three new communities in recent months – demonstrates the company’s commitment to growth. However, this expansion is not happening at the expense of quality. By investing in employee training and fostering a strong company culture, Watercrest is positioning itself for long-term success.

The appointment of Petree signals that Watercrest is viewing sales operations not merely as a revenue-generating function but as a key driver of overall organizational performance. This holistic approach is likely to resonate with both potential residents and their families, who are increasingly discerning in their choice of senior living providers.

A Model for the Future?

While Watercrest’s focus on employee experience is commendable, some industry observers question whether this approach is scalable. Maintaining a strong company culture and providing robust training programs can be costly, especially as organizations expand. However, Watercrest executives argue that these investments are worthwhile, as they ultimately lead to higher resident satisfaction, improved employee retention, and a stronger bottom line.

“We believe that people are our greatest asset,” says Vorkapich. “By investing in our employees, we are investing in the future of our company.”

Watercrest’s approach may well serve as a model for other senior living providers looking to differentiate themselves in a crowded market. As the baby boomer generation continues to age, the demand for high-quality senior living services is only going to increase. Organizations that prioritize employee experience and foster a culture of care are likely to be the ones that thrive in the years to come. The focus is shifting, and Watercrest is making a clear statement: in senior living, people – both residents and employees – truly matter.

For more information about Watercrest Senior Living Group, visit www.watercrestseniorliving.com.