Beyond Occupancy: Watercrest Bets on Leadership to Elevate Senior Care Experience

Vero Beach, FL – November 15, 2025 – In an industry often fixated on occupancy rates, Watercrest Senior Living Group is doubling down on a different metric: leadership. The company recently promoted Kim Haddon to Regional Director of Operations, a move industry analysts say signals a strategic commitment to cultivating a positive resident experience through strong internal leadership and a thriving company culture.

Watercrest, an eight-time certified ‘Great Place to Work’, views effective regional leadership as crucial to navigating the complexities of the senior living landscape – a sector currently grappling with labor shortages, rising costs, and evolving resident expectations. Haddon’s promotion comes on the heels of significant success at Watercrest Santa Rosa Beach, where she achieved full occupancy and earned multiple accolades, including three ‘Best Senior Living Community’ awards from U.S. News & World Report.

“The senior living market is becoming increasingly competitive,” explains a leading industry consultant, speaking anonymously. “Simply having a beautiful facility isn’t enough. Operators need to differentiate themselves through the quality of care, the resident experience, and, importantly, the engagement and retention of their workforce. Investing in regional directors who can foster that culture is a smart move.”

From Santa Rosa Beach to Regional Oversight

Haddon’s journey with Watercrest began in 2021 as Executive Director of the newly constructed Santa Rosa Beach community. Her leadership quickly transformed the facility into a local success story. Beyond the impressive occupancy numbers, Santa Rosa Beach consistently garnered positive feedback for its vibrant activities program, personalized care, and welcoming atmosphere.

“Kim has a knack for building high-performing teams and fostering a collaborative environment,” shared a former employee of Watercrest Santa Rosa Beach, requesting anonymity. “She truly cares about both the residents and the staff, and that translates into a positive energy throughout the community.”

Beyond day-to-day operations, Haddon also spearheaded the Watercrest Associate Executive Director program, a critical initiative designed to develop the next generation of leaders within the organization. This program, focusing on mentorship and skill-building, has become a cornerstone of Watercrest’s internal talent pipeline.

“The Associate Executive Director program is a clear demonstration of Watercrest’s commitment to investing in its people,” notes the industry consultant. “It’s not enough to simply hire qualified candidates; you need to provide them with the tools and support they need to grow and succeed.”

The Rise of Servant Leadership in Senior Care

Watercrest’s emphasis on leadership development reflects a broader trend within the senior living industry – the increasing adoption of “servant leadership” principles. This approach prioritizes the needs of employees, fostering a culture of trust, empowerment, and collaboration. The philosophy is that engaged and supported employees are more likely to provide exceptional care to residents.

“There’s a growing recognition that a positive work environment directly impacts the quality of care,” explains another industry expert, speaking on condition of anonymity. “If employees feel valued and supported, they’re more likely to go the extra mile for residents. It’s a win-win situation.”

However, implementing servant leadership isn't without its challenges. It requires a fundamental shift in organizational culture, and it demands strong leadership at all levels. Watercrest appears to be addressing these challenges through initiatives like the Associate Executive Director program and its commitment to recognizing and rewarding high-performing employees.

Navigating Industry Headwinds

While Watercrest’s focus on leadership is commendable, the company still faces significant challenges. The senior living industry is currently grappling with a severe labor shortage, rising operational costs, and increased competition. Additionally, the aging population is growing rapidly, placing further strain on resources and infrastructure.

“The industry needs to find innovative ways to attract and retain talent, control costs, and improve the resident experience,” says the industry consultant. “Watercrest’s investment in leadership is a step in the right direction, but it’s just one piece of the puzzle.”

The company is actively exploring technology solutions to streamline operations, enhance care delivery, and improve communication with families. It is also investing in training and development programs to upskill its workforce and address the skills gap.

Looking Ahead

Kim Haddon’s promotion to Regional Director of Operations signals a strategic shift for Watercrest Senior Living Group. By prioritizing leadership development and fostering a positive company culture, the company aims to differentiate itself in a competitive market and deliver an exceptional resident experience. While industry headwinds remain, Watercrest’s commitment to investing in its people positions it for continued success in the years to come.

“Watercrest is clearly committed to creating a thriving organization,” concludes the industry expert. “Their focus on leadership is a testament to their long-term vision and their commitment to providing the highest quality care to their residents.”