Shelly Mattscheck, Executive Director at The Branches of Framingham, a Benchmark Senior Living Community, 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.
Mattscheck 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?
Mattscheck: I was pursuing a double major in Nursing and Psychology when I realized that a traditional nursing path was not the right fit for me. One of my nursing professors suggested that I obtain my Certified Nursing Assistant (CNA) certification and apply for a position at a community where she was completing clinical rotations. That community was an all-memory care setting with Benchmark Senior Living.
From the moment I started working there, I fell in love with serving older adults and helping residents find purpose and meaning in their daily lives. I initially planned to return to school to complete my RN, but as my career progressed, I became a Traditional Care Director and discovered a passion for leadership and operations. I realized that while I loved caring for residents, I could make an even greater impact by leading teams and creating environments where both residents and associates could thrive.
That experience ultimately led me to a career in senior living operations, where I continue to find purpose in supporting residents, families, and associates every day.
SHN: How would you describe your leadership style, and how has it changed over time?
Mattscheck: I would describe my style as servant leadership. Throughout my career, I have always believed that the best leaders are those who support, develop, and empower their teams. This philosophy is especially important to me because I began my career as a Certified Nursing Assistant and worked my way through multiple roles before becoming an Executive Director. Having firsthand experience with the challenges and demands of frontline caregiving allows me to lead with empathy, understanding, and appreciation for the work our associates do every day.
Over time, my leadership style has evolved from primarily focusing on helping others complete tasks to focusing on developing people and helping them reach their full potential. I strongly believe in Benchmark’s mission of elevating lives through human connection. For our residents, that means understanding their stories, purpose, and what brings them joy. For our associates, it means taking the time to learn what motivates them, what their goals are, and how I can support their growth. I have found that when people feel valued, heard, and connected to a larger purpose, they become more engaged, fulfilled, and successful.
Today, my leadership focuses on building relationships, creating trust, mentoring future leaders, and fostering a culture where both residents and associates can thrive.
SHN: What is the biggest leadership lesson you’ve learned while serving the senior housing & senior living industry?
Mattscheck: The biggest leadership lesson I have learned while serving in the senior housing and senior living industry is the importance of adapting to change. This field is constantly evolving due to changing resident needs, regulatory requirements, industry trends, workforce challenges, and family expectations. Successful leaders must be flexible, resilient, and willing to adjust their approach while maintaining a focus on quality care and service.
I have also learned that investing in people is critical to a community’s success. Every team member, from housekeepers and dining associates to caregivers and department managers, plays an essential role in the resident experience. When leaders take the time to develop, support, and recognize their teams, associates become more engaged, residents receive better care, and the community is stronger.
Ultimately, I have found that leadership is about building relationships and connecting with individuals working together to create a culture where both residents and associates can thrive.
SHN: In one word, how would you describe the senior housing & senior living industry and why?
Mattscheck: Evolving.
The senior housing and senior living industry is constantly evolving. Older adults are living longer, remaining independent at home for longer periods, and entering senior living communities with more complex medical and personal care needs. At the same time, advances in technology and healthcare are transforming how we care for residents.
Artificial intelligence, wearable monitoring devices, and predictive health tools are now helping identify changes in a resident’s condition, behavior, or level of agitation before a crisis occurs. These innovations allow care teams to be more proactive, potentially reducing falls, hospitalizations, and unnecessary medication changes. Healthcare services that were once only available in hospitals, such as IV therapies, diagnostic testing, and specialized medical oversight, are increasingly being provided in residents’ homes and senior living communities.
As resident expectations, healthcare delivery, technology, and workforce dynamics continue to change, leaders in senior living must remain adaptable and forward-thinking. The industry’s ability to evolve while maintaining a focus on dignity, purpose, and human connection is what makes it both challenging and rewarding.
SHN: What do you see as the biggest opportunities and challenges currently facing the senior housing & senior living industry?
Mattscheck: The biggest opportunity facing the senior housing and senior living industry is the ability to leverage technology and innovation to improve resident outcomes and quality of life. Advances such as artificial intelligence, fall detection systems, remote patient monitoring, telehealth, and predictive analytics are helping communities provide more proactive and personalized care. Additionally, as the aging population continues to grow there is an increasing need for senior living services, creating opportunities to expand programs, enhance resident experiences, and attract new residents and families.
At the same time, one of the industry’s greatest challenges is workforce recruitment and retention. Communities are competing for caregivers, nurses, and support staff in a highly competitive labor market. Maintaining adequate staffing levels while ensuring team members feel supported, valued, and engaged is critical to delivering exceptional care. Another challenge is that residents are moving into senior living later in life with higher acuity needs and more complex medical conditions, requiring communities to adapt services, training, and resources accordingly.
Ultimately, I believe the organizations that will be most successful are those that can balance innovation with human connection. While technology can enhance care and improve efficiency, the heart of senior living remains the relationships we build with residents, families, and associates.
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?
Mattscheck: Over the next 5 to 10 years, I believe the senior housing and senior living industry will be shaped by several key trends.
First, the aging population will continue to increase demand for senior living communities, creating both opportunities and challenges. Communities will need to care for residents with more complex medical and cognitive needs while maintaining a strong focus on quality of life.
Technology will also play a much larger role. Electronic health records, remote health monitoring, artificial intelligence, and resident engagement technology will improve care, communication, and operational efficiency. Communities that embrace these tools while maintaining a personal, relationship-centered approach will be better positioned for success.
Workforce recruitment and retention will remain one of the industry’s biggest challenges. Organizations will need to invest in leadership development, career growth opportunities, competitive benefits, and creating a positive workplace culture to attract and retain talented associates.
Resident and family expectations will continue to evolve as well. Families will expect greater transparency, personalized care, faster communication, and hospitality-level service. Successful communities will differentiate themselves by creating meaningful resident experiences, building trust with families, and delivering exceptional customer service.
Finally, financial pressures, regulatory changes, and rising operating costs will require leaders to become more innovative and efficient while never losing sight of resident-centered care. I believe the communities that invest in their people, embrace innovation, and remain focused on delivering an exceptional resident experience will be the ones that thrive in the future.
SHN: In your opinion, what qualities must all Future Leaders possess?
Mattscheck: I believe Future Leaders must possess integrity, emotional intelligence, adaptability, and a commitment to continuous learning. They need to lead with empathy, build trust, and communicate openly with residents, families, and associates. As the senior living industry continues to evolve, leaders must also be resilient and willing to embrace change while making thoughtful, data-informed decisions.
A Future Leader should inspire and develop others, recognizing that strong teams are built through coaching, accountability, and recognition. They should be able to navigate challenges with confidence while remaining calm under pressure and focused on solutions.
Most importantly, Future Leaders must have a servant leadership mindset. They should lead by example, put the needs of residents and associates first, and foster a culture where everyone feels valued, respected, and empowered to provide exceptional care. When leaders invest in their people, the entire community benefits.