# Jesse DePinto

Jesse DePinto is a technology leader at Direct Supply who works on TELS, a platform for senior living maintenance and operations. Their posts focus on using operational data, technology and industry partnerships to help senior living teams improve their work.

- Profile: https://b2binfluencer.marketing/creators/jesse-depinto/
- LinkedIn: https://www.linkedin.com/in/jessedepinto
- LinkedIn followers: 7,650
- Median of last 7 posts: 45 reactions, 2 comments (checked 2026-11-02)
- Topics: artificial-intelligence
- Based on 8 dated posts, latest 2026-10-07

## Summary

Jesse DePinto is most useful for explaining senior living operations data, CMMS engagement, survey readiness, and TELS ecosystem partnerships.

- Best for: A senior living technology company selling CMMS, work-order or compliance software, exploring AI growth and partnerships.
- Not for: A consumer-facing senior living brand seeking broad consumer awareness or lifestyle storytelling.
- Check first: Ask for recent campaign results, audience data, and TELS partnership terms.

### Takeaways

- More recorded work orders can mean better visibility, not more problems.
- 2026 benchmark: 62 weekly work orders per building for best-in-class operators, 12 for median.
- CMMS engagement is associated with fewer Environment and Kitchen citations, but correlation is not causation.

## Main ideas

- **More work orders usually mean more visibility, not more problems**: DePinto argues that the number of work orders an operator logs says less about how much is broken than about how much of the building is actually visible to the people who can fix it. The real risk, in this framing, is the issue that never gets logged: it lives in a hallway conversation, a text message, a sticky note or someone's memory until it becomes a resident complaint or an unexpected capital repair. Top performers are not avoiding problems; they are catching more small ones and closing them faster. DePinto extends the point to staffing, arguing that people who like to keep score and win tend to stay where performance is visible, so clearer operating data supports retention as well as repair speed.
- **Data earns its keep by changing what teams do next**: DePinto's version of a top performer is not a team with better numbers but a team with better habits. They focus on actions rather than outcomes, because actions sit within a front-line leader's control while outcomes often do not. They use benchmark data to decide where to concentrate attention when there are more problems than capacity. And they turn each insight into a repeatable process so solved problems stay solved and attention can move upward. The sequence DePinto repeats is data to insights, insights to actions, actions to outcomes.
- **Compliance is a daily rhythm, not last-minute preparation**: DePinto reports a relationship between how often teams use their maintenance software and how often their buildings get cited, but states plainly that correlation is not causation and that logging in more often does not by itself improve compliance. The signal matters, in the argument, because it marks teams that already know what work is due, finish it on time, document it and fix issues before they escalate. Survey readiness, on this account, is part of the daily operating rhythm rather than a scramble before an inspection.
- **Senior living's problems are too big for a single platform**: DePinto presents TELS as an ecosystem rather than a product, on the argument that the operational problems facing senior living are too large and too multifaceted for one vendor. The integrations he highlights are concrete: CRM links that simplify unit turnovers, resident and employee engagement platforms, nurse call systems and commercial robot vacuums that connect the physical building to the digital record. He names the partners publicly and, separately, invites senior living data and technology providers to join the benchmarking work.
- **The maintenance crew is a care workforce**: DePinto treats senior living maintenance and operations staff as caregivers rather than support staff, and argues that the industry's labor shortage is a care problem before it is a staffing statistic. The people who attend the TELS Summit — regional maintenance directors, housekeeping supervisors, culinary leaders and executive directors — are described as working nights, weekends and holidays to keep residents safe and connected, and as rarely getting the recognition they deserve. The tone is people-first, and the recognition is specific rather than abstract.
- **AI should fund ambition, not just cost cuts**: This is the argument that reaches outside senior living operations. DePinto says AI's impact is not zero sum: when the return on a technology rises, ambitious companies tend to invest more in it, not less. In this framing, the companies that win will use productivity gains to build new products, enter new markets and create opportunities rather than simply reduce headcount, and DePinto points to Direct Supply's own hiring across engineering, product management, user experience and customer success as the practical version of that position.

## Work to read

- [TELS Summit 2026 kickoff: 400+ senior living operations leaders in Milwaukee](https://www.linkedin.com/posts/jessedepinto_telssummit-connectingteams-drivingoutcomes-activity-7459973360903667712-OqMD)
- [The benchmark finding that more work orders can mean better operations](https://www.linkedin.com/posts/jessedepinto_seniorliving-buildingoperations-maintenance-activity-7467538980893483008-23V7)
- [CMMS engagement and fewer E&K citations in skilled nursing](https://www.linkedin.com/posts/jessedepinto_seniorliving-buildingoperations-maintenance-activity-7475154045637271554-ZN0c)
- [Why the 2026 benchmark report exists: 23M data points across 17K communities](https://www.linkedin.com/posts/jessedepinto_tels-seniorliving-operationsplatform-activity-7455632582450503680-LFzj)
- [On AI, headcount and Jevons paradox](https://www.linkedin.com/posts/jessedepinto_ramps-latest-report-shows-that-companies-activity-7478084394612584449-K_qR)
- ['Put it in TELS!': a frontline maintenance user story](https://www.linkedin.com/posts/jessedepinto_tels-seniorliving-maintenance-activity-7494043745672196097-1wW9)
- [Benchmark data recognized by McKnight's Senior Living](https://www.linkedin.com/posts/jessedepinto_first-maintenance-benchmarking-report-reveals-activity-7459665687624589313-uuDr)

## Brand relationships

- **Direct Supply** (employment)
- **ALIS by Medtelligent** (disclosed_partnership)
- **CenTrak** (disclosed_partnership)
- **Go Icon** (disclosed_partnership)
- **Meela Inc.** (disclosed_partnership)
- **Smart Care** (disclosed_partnership)
- **SoftBank Robotics America** (disclosed_partnership)
- **thefusebox.ai** (disclosed_partnership)
- **McKnight's Senior Living** (mention)

## Partnerships

Jesse DePinto’s partnership work appears through Direct Supply TELS rather than a personal creator sponsorship offer. The reviewed posts show ecosystem partnerships built around the TELS platform and the annual TELS Summit: selected partners demonstrate integrated products to senior living maintenance and operations leaders, and Direct Supply publicly invites data and technology providers to collaborate on benchmark insights. No sponsor policies, paid placement terms, pricing, or application process are documented in the reviewed material, so a buyer should treat any partnership as a platform-fit and integration conversation rather than a standard creator sponsorship.

## Alternatives

- Lauren Malensek, SHRM-SCP, GPHR, SPHR: Choose Lauren Malensek when the same senior living technology buyer decides the campaign is really an HR leadership or talent-strategy play: attracting and developing leaders, preserving culture during growth, or explaining how HR can serve people and business at once. In the reviewed posts, Malensek is recognized as a 2026 Notable Leader in Human Resources and writes about Wacker Neuson's Americas growth, team building and culture. That fits an employer-brand or workforce-strategy campaign better than a CMMS or work-order product message.
- Connor Adams: Choose Connor Adams when the campaign shifts from building maintenance to the home care agency side of the same buyer problem: the recruiting-to-onboarding handoff and compliance as one connected system. In the reviewed posts, Adams presents a case study of more than 20,000 caregivers, reporting 63% onboarding completion versus 51% from other recruiting sources and 2.6 days versus 3.7 days to finish onboarding, and argues that slow onboarding caps growth while loose compliance shrinks the staffing bench. That is a sharper fit for an onboarding, credentialing or compliance software message aimed at home care agencies.
- Robert McCauley: Choose Robert McCauley when the same buyer decides the campaign is about frontline retention and recruiting in long-term care rather than maintenance software. In the reviewed posts, McCauley writes about specific recognition for aides, housekeepers and night nurses, why people who feel seen are less likely to take recruiter calls, and how candidates should interview a job before accepting it. That fits an employer-brand, retention or healthcare-careers campaign that needs to reach long-term care operators and clinical staff.

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AI-assisted summary of public posts. Audience demographics are not available. Engagement appears only where we checked recent posts. Method: https://b2binfluencer.marketing/methodology/