Danielle Gorddard, Assisted Living Administrator at St. Mark Village, has been named to the Future Leaders Class of 2026 by Senior Housing News.
To become a Future Leader, an individual is nominated by their peers. The candidate must be a high-performing employee who is 40 years of age or younger, a passionate worker who knows how to put vision into action, and an advocate for older adults and the committed professionals who ensure their well-being.
Gorddard sat down with Senior Housing News to share what drew her to the senior housing & senior living industry, the biggest leadership lessons she has learned, her thoughts on the future of senior housing & senior living, and much more. To learn more about the Future Leaders Awards program, visit https://futureleaders.wtwhmedia.com/.
SHN: What drew you to the senior housing & senior living industry?
Gorddard: I actually entered the senior living field at a really pivotal moment; I started in March 2020 as a COVID screener. At the time, it was meant to be a temporary role, but it quickly became something much more meaningful. I had a front row seat to how our teams showed up every day during an incredibly uncertain and challenging time, and I saw firsthand the resilience of both residents and staff.
What stood out to me most was the sense of responsibility and trust. Families were relying on us to keep their loved ones safe and connected during a period of isolation, and our teams rose to that challenge with compassion and creativity. That experience really shifted my perspective and made me realize how impactful this work truly is. From there, I knew I wanted to grow in the field, which led me to pursue an Administrator-in-Training (AIT) role. That step allowed me to deepen my understanding of operations, leadership, and regulatory compliance while staying grounded in what matters most, quality of life for residents and support for the people who care for them.
What drew me in initially was the people, but what’s kept me here is the purpose. Senior living is an industry where you can make a tangible difference every single day, and I hold that very close to my heart.
SHN: How would you describe your leadership style, and how has it changed over time?
Gorddard: I would describe my leadership style as people-centered, transparent, and highly accountable. I believe strong outcomes start with engaged, supported teams. I try to lead in a way that is visible and approachable, while still setting clear expectations and holding both myself and others to a high standard.
My leadership style has definitely evolved over time. Starting in the industry, I was initially focused on learning quickly, stepping in wherever needed, and supporting teams through a very reactive environment. As I transitioned into leadership, I began to understand the importance of shifting from just solving problems in the moment to building systems, developing people, and thinking more proactively. Over time, I’ve become more intentional about communication, making sure team members understand not just what we’re doing, but why.
I’ve also learned that effective leadership isn’t about having all the answers; it’s about creating an environment where your team feels empowered to speak up, take ownership, and grow.
SHN: What is the biggest leadership lesson you’ve learned while serving the senior housing & senior living industry?
Gorddard: The biggest leadership lesson I’ve learned is that consistency matters more than intensity. It’s not the big moments that define you, but rather how you show up every single day for your team and your residents.
During the start of my career, I learned quickly that leaders don’t always have the luxury of having all the answers. What people need most is presence, clarity, and follow-through. That experience shaped how I lead today.
I focus on being visible, reliable, and steady, even in challenging situations. I’ve come to understand that trust isn’t built through one big decision, it’s earned in the small, everyday actions. When your team knows they can count on you, everything else follows. At the end of the day, leadership isn’t about being the loudest voice in the room, it’s about being the most consistent one.
SHN: In one word, how would you describe the senior housing & senior living industry and why?
Gorddard: Purposeful.
At its core, senior living is about purpose; supporting residents in maintaining dignity, connection, and quality of life, while also giving team members meaningful work that truly impacts others. It’s an industry where what you do every day genuinely matters to all involved.
SHN: What do you see as the biggest opportunities and challenges currently facing the senior housing & senior living industry?
Gorddard: I think the senior living industry is at a really pivotal moment, where the biggest opportunities and challenges are closely connected.
On the opportunity side, demand has never been stronger. Occupancy is climbing back toward pre-pandemic levels, with many markets approaching 90% or higher, driven by the aging population and limited new development. That creates a real opportunity for operators to grow, innovate, and redefine what senior living looks like for the next generation. At the same time, that demand is putting pressure on the industry.
Staffing continues to be one of the biggest challenges, and it’s not just about recruitment; it’s about retention, engagement, and creating roles that people want to stay in long-term. Many organizations are realizing that workforce challenges aren’t temporary, and they require a fundamental shift in how we support and develop our teams.
Another major challenge is the growing gap between supply and demand. New development has slowed significantly due to cost and economic factors, which means communities are filling faster than new ones are being built. While that’s positive for occupancy, it also raises important questions around access and affordability, especially for middle-income seniors. Ultimately, I see this as a defining moment for the industry.
The organizations that will be successful are the ones that can balance strong operational performance with innovation, investing in their people, adapting to changing expectations, and staying focused on delivering meaningful, high-quality experiences for residents.
SHN: If you had a crystal ball, what do you think will impact the senior housing & senior living industry over the next 5-10 years?
Gorddard: If I had a crystal ball, I think the next 5–10 years in senior living will be shaped by a few major forces that we can already see today, but will accelerate quickly.
First, the aging population will continue to be the most significant driver. We’re entering a period where demand is increasing faster than supply in many markets, which will put pressure on occupancy, development, and access. That shift will likely push the industry to rethink what “capacity” and “care models” look like, especially for middle-market seniors who may not fit neatly into current pricing structures.
Second, the workforce challenge isn’t going away; it’s evolving. It will no longer be just about filling shifts, but about building sustainable career pathways in senior living. I think we’ll see more investment in training, internal pipelines, and technology that supports staff rather than replaces them. The organizations that succeed will be the ones that make frontline roles feel valued, supported, and professionally rewarding.
Third, technology and data will play a much larger role, but not in a way that replaces human connection. I see it being used more to reduce administrative burden, improve clinical communication, and enhance family engagement. The communities that find the right balance of leveraging technology without losing the personal, relationship-driven nature of care will stand out.
Finally, expectations from residents and families are changing. Today’s and future residents are more informed, more engaged, and expect a higher level of hospitality, choice, and transparency. That will continue to push the industry toward more individualized experiences rather than one-size-fits-all models.
Overall, I think the next decade will reward organizations that stay adaptable, those willing to innovate while staying grounded in the core mission of dignity, connection, and quality of life.
SHN: In your opinion, what qualities must all Future Leaders possess?
Gorddard: First and foremost, humility. This industry doesn’t really allow for ego-driven leadership. The best leaders are willing to learn from their teams, listen to residents and their families and admit when they don’t have the answer. Humility creates trust, which is by and large the foundation of everything we do.
Then, I would say resilience. Senior living is deeply rewarding, but it’s also demanding and unpredictable. Future Leaders need to remain steady in high-pressure moments, learn quickly from challenges and keep moving forward without losing focus on the people they serve.
Also, emotional intelligence. Senior living is a people-first industry. Success depends on your ability to read situations, communicate effectively, and build genuine relationships. Whether it’s supporting a team member or working through a family concern, how you make people feel matters just as much as the decision itself.
Finally, accountability paired with vision. Future Leaders need to not only execute at a high level but also think ahead. They need to build stronger systems, develop their teams, and continuously improve the resident experience. It’s about balancing day-to-day operational excellence with long-term impact.
To me, the Future Leaders who stand out are the ones who stay grounded in purpose while consistently raising the standard for those around them.