Meet Amy Silva-Magalhaes, chief operating officer of New York-based Ultimate Care Management, a division of B2K Development, and manager of The Bristal communities located across New York and New Jersey. From her first executive director role at age 24 to overseeing all operations for The Bristal today, Silva-Magalhaes is no stranger to the pace of change in senior living.
In this Changemakers interview, she shares her take on what needs to change next for senior living in her view, and how some shifts in perception can lead to much more widespread acceptance of — and excitement around — senior living options in the years to come.
In what ways do you think the senior living industry is changing right now?
I think we can all say that the senior living industry is undergoing a fundamental shift from a care-based model to one that’s more focused on lifestyle. Communities are evolving to provide more personalized experiences, better amenities, and technology that supports independence rather than just managing care needs. I truly believe it’s critical for us to prioritize personalization and hospitality as key components of the resident experience.
The expectations of residents and families have become much more sophisticated. They’re looking for communities that offer not just care, but genuine opportunities for growth, connection, and purpose.
Additionally, the role of technology is rapidly evolving. From streamlining operations to enhancing resident care and engagement, technology has become a pivotal factor in not only improving our service offerings, but also in driving sales and staying competitive. I think we can all agree, it’s no longer a “nice to have” but a “must-have” to stay relevant.
In what ways do you think senior living operators need to change for the incoming generation of older adults?
Baby boomers are rewriting the rules of aging – so us operators need to fully commit to redefining what senior living looks like. We need to move away from one-size-fits-all approaches and create diversified experiences that align with each resident’s personal preferences and lifestyle. Today’s seniors aren’t just looking for a place to live — they want communities that reflect who they are and support their desire for continued independence, even as their care needs evolve.
This is why at The Bristal, we’re focusing on creating a true hospitality-driven model where service isn’t just about care and support but about anticipating needs and creating memorable moments. We’re seeing in real time that when we blend compassionate care with hospitality, we create experiences that are truly enriching and fulfilling for both our residents and their families.
How do you think the senior living industry can change to better educate prospective residents and their families in the years ahead?
What’s fascinating to me is how much the sales process in senior living has changed. When I first started in the industry, we were focused on explaining the basics of assisted living. Today, consumers are far more informed — they’ve researched online, talked to friends who’ve been through it, and often already have personal experience with their parents’ senior care journeys.
Our role now is to bridge the gap between what they think they know and how the industry has evolved. Just as important, we must address the emotional side of this decision. While conversations often focus on cost and logistics, the real barrier is emotional – primarily guilt.
Looking ahead, I believe we’ll find the balance between emotion and data. With new technologies in our communities, we’ll soon be able to provide concrete metrics on quality-of-life improvements. Imagine being able to show families how social engagement increases after moving in, or how nutrition and wellness improve, supported by real data rather than just services and pictures.
When we can pair emotional reassurance with evidence of positive outcomes, we’ll create a truly impactful experience that helps families make confident decisions.
In what ways can senior living companies change the public’s perception of the industry?
We all know that senior living communities often come into focus only when families are in crisis, reinforcing the perception that we’re a last resort rather than a positive lifestyle choice.
The general public might recognize the term “assisted living” but their understanding is often limited to outdated stereotypes or partial information.
The most effective way to shift this perception is by creating opportunities for authentic experiences before people need us. When communities host public events or intergenerational programs, people see firsthand what modern senior living truly offers — active lifestyles, engaging programs, and vibrant communities that are nothing like the institutional settings they might imagine.
I can’t emphasize enough how important it is to showcase the incredible career opportunities in our field. We can’t underestimate how influential the young generations are. Educating the incoming workforce on the various career opportunities our industry offers will naturally transform how they view senior living — not just as a potential career but as a vibrant option for their own loved ones. When they experience our communities as team members, they become some of our most authentic ambassadors in shifting public perception for decades to come.
Tell us about some of your recent efforts to change the senior living industry for the better.
At The Bristal, our team has made investing in our people a cornerstone of our strategy to elevate the industry. I fundamentally believe that exceptional resident experiences start with engaged, well-supported team members. We’ve focused on creating a workplace where people feel valued and see genuine opportunities for growth.
I’m particularly proud of two initiatives that demonstrate our commitment. First, our university partnerships are introducing students to the blend of healthcare, hospitality, and human connection that makes senior living such a rewarding field. By engaging with the next generation of professionals, we’re helping future-proof our industry by building a talent pipeline that will sustain and innovate senior living for years to come.
Second, the creation of our not-for-profit, The Spark Foundation, has allowed us to support team members and their families during challenging personal circumstances.
This initiative reflects our belief that taking care of our team enables them to provide better care for our residents. The improved retention and engagement we’ve seen as a result translates directly to more consistent, personalized experiences for residents and their families.
Is the senior living industry moving quickly enough to change in the ways it needs to?
The senior living industry is certainly moving, but no, I don’t feel we’re adapting nearly as quickly as we need to. While there are pockets of innovation, many operators are still using models designed for residents of a decade ago, not the seniors walking through our doors today.
What’s interesting is that we’re facing somewhat contradictory demands — residents are entering with higher acuity needs than before, yet they expect greater independence and elevated services. This combination requires a complete rethinking of our approaches to both care and hospitality. If we’re going to meet these evolving expectations, our industry needs to accelerate innovation and be willing to take more calculated risks in the services we deliver.
Change is hard. Can you talk about a time when you tried to execute a change and things didn’t go according to plan? How did you pivot, and what did you learn as a leader?
We once attempted to roll out an advanced software system to streamline operations for our team. We invested a substantial amount of time and resources into the implementation, training our team members to use it effectively. While the technology itself was highly rated, it became evident that the software was not compatible with our current infrastructure and processes.
As a leader, I had to weigh our options and make a tough decision. After careful consideration, I decided to halt the implementation and go back to the drawing board.
This was not an easy call as we had already invested a significant amount of time and resources into the project. However, it was clear that moving forward with this software would only cause more problems in the long run.
It was a humbling experience, but it also allowed us to take a step back and evaluate the situation with fresh eyes. We then completely pivoted to a new system, which turned out to be a better fit. But I’m sure that without the missteps of the first program, we wouldn’t have landed on the more successful solution that we have now.
What’s the biggest change you ever made in your career or life? How did it go, and what did you learn?
Stepping into the role of Executive Director at a senior living community at just 24 years old was a pivotal moment in my life. It pushed me far beyond my comfort zone and challenged me in ways I never imagined. Coming from the hospitality industry, with limited experience in healthcare, I leaned on my athletic mentality of adaptability and resilience to take on this new challenge. At first, I struggled with imposter syndrome and doubted if I was capable of leading a team in such a complex industry. However, as I immersed myself in the role and learned from my team members and mentors, I discovered a passion for senior care that I never knew existed.
What I learned is that leadership is less about having all the answers and more about empowering others. I discovered the magic that happens when you create a collaborative culture where every voice counts. The experience shaped my leadership style and commitment to both team members and residents.
If you could wave a magic wand and change one thing about the senior living industry, what would it be and why?
If I could reimagine senior living, I’d focus on better integration with the healthcare system.
Despite progress, gaps in coordination still leave residents and families frustrated. I’ve seen their exhaustion navigating between our community, specialists, and hospitals. It’s clear we need a seamless system where senior living works as part of the healthcare team, with real-time communication and shared goals centered on residents’ wellbeing. This kind of integration could transform aging into a journey of care and connection, empowering our teams and ultimately improving the quality of life for residents.
What fictional character would you enlist to help change the senior living industry for the better this year?
I’d recruit Mary Poppins. She’s practical yet magical, firm yet kind, and she knows how to turn the mundane into something joyful. She reminds us of the importance of infusing compassion and creativity into everything we do.
Pretend the senior living industry is a streaming service. What movie or television series best describes the industry right now? And if you could change to a new movie or television series, what would it be and why?
Admittedly, I’m not a huge movie buff, but if I had to compare our industry to a movie, it’s reminding me of The Breakfast Club. We have all these different approaches to senior care — all operating in the same space but often speaking different languages and not always understanding each other’s perspectives.
If I could transform our industry, I’d want it to become more like Ted Lasso. What resonated with me about that show is how it centers on bringing people together with optimism and genuine connection. Ted creates this environment where everyone feels valued for who they truly are, not just what they can contribute. Having been an athlete my whole life, I deeply appreciate that blend of teamwork, perseverance, and heart.
That’s exactly the kind of culture we should be cultivating in this industry — places where both residents and team members feel they belong to something special.
