Jesse DePinto

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.

In the 2026 Senior Living Maintenance and Operations Benchmark Report, best-in-class assisted and independent living operators at the 90th percentile created 62 work orders per building per week, against 12 for median operators at the 50th percentile.

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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.

The report behind the argument is described as more than 23 million data points across more than 17,000 senior living communities, and DePinto calls the gap between the 50th and 90th percentile performers staggering.

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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.

Within the benchmark dataset, each additional CMMS login per building per week was associated with 2.64 fewer Environment and Kitchen citations annually for a skilled nursing operator.

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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.

Partners named at the 2026 TELS Summit included ALIS by Medtelligent, CenTrak, Go Icon, Meela, Direct Supply Menu.AI, Smart Care, SoftBank Robotics America and thefusebox.ai.

The invitation widens across the reviewed posts: the summit kickoff presents the ecosystem, the wrap-up promises further launches and ecosystem partnerships, and a later post asks data and technology providers directly to get in touch about extending the benchmark insights.

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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.

A post celebrates Dom from YAD Healthcare as a hero and closes with the phrase associated with him — 'Put it in TELS!' — as evidence of front-line adoption; the summit post describes more than 400 leaders travelling to Milwaukee.

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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.

DePinto responds to a Ramp report finding that companies making significant AI investments are increasing headcount rather than reducing it, and names Jevons paradox as the way to think about it.

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An event post that doubles as a map of the senior living maintenance and operations community and the technology partners around it.

DePinto opens the 2026 TELS Summit, noting that more than 400 senior living maintenance and operations leaders traveled to Milwaukee.

• The post describes those attendees as regional maintenance directors, housekeeping supervisors, culinary leaders and executive directors, and argues they are caregivers first, working nights, weekends and holidays against a labor shortage and an aging resident population.
• It then names the ecosystem partners invited to the event — ALIS by Medtelligent, CenTrak, Go Icon, Meela, Direct Supply Menu.AI, Smart Care, SoftBank Robotics America and thefusebox.ai — and gives concrete integration examples: CRM integrations that simplify unit turnovers, resident and employee engagement platforms, nurse call systems and commercial robot vacuums.
• The framing is that large operational problems need several vendors working together rather than one platform alone.

For brands planning a campaign

For a senior living technology vendor this is a ready-made partner map and event surface. The named partners show which categories Direct Supply TELS treats as adjacent, and the integration framing gives a natural pitch for a summit presence or co-hosted session rather than a stand-alone sponsorship.

It puts a counter-intuitive claim and the reasoning behind it in one short post.

Citing the 2026 Senior Living Maintenance and Operations Benchmark Report, DePinto reports that best-in-class operators in assisted and independent living created 62 work orders per building per week at the 90th percentile, against 12 for median operators at the 50th.

• The post argues that more work orders often signals more visibility rather than more problems, and that the real risk is the issue that lives in a hallway conversation, a text message or a sticky note until it becomes a resident complaint or a capital surprise.
• DePinto adds a retention point: top performers like to keep score and like to win, and visibility depends on data plus the operational discipline to act on it.

For brands planning a campaign

The campaign angle is visibility, not volume. A CMMS or work-order vendor can build a brief around surfacing unreported issues and tie that directly to frontline retention, using the 62-versus-12 gap as the hook.

From the same 2026 benchmark analysis, DePinto reports that facilities with higher CMMS engagement tended to have fewer Environment and Kitchen citations, with each additional CMMS login per building per week associated with 2.64 fewer E&K citations annually for a skilled nursing operator.

• The post states plainly that correlation is not causation and that more logins alone do not improve compliance, then argues CMMS engagement is a signal of teams consistently executing fundamentals: knowing what work is due, completing it on time, documenting it, and addressing issues before they become risks.
• Survey readiness is described as a daily rhythm rather than last-minute preparation.

For brands planning a campaign

Compliance-adjacent vendors can borrow the operating-rhythm framing rather than selling a dashboard. The explicit caveat also makes DePinto a credible voice for a survey-readiness or compliance brief without overclaiming causation.

Ahead of the report's release, DePinto says the 2026 Senior Living Maintenance and Operations Benchmark Report is based on over 23 million data points across more than 17,000 senior living communities, and calls the performance gap between the 50th and 90th percentiles staggering.

• Three differences are named: top performers focus on actions rather than outcomes because actions are within a team's control; they use benchmark data to decide where to focus when there are too many problems to solve; and they turn insights into repeatable processes so solved issues stay solved.
• The post closes on the sequence data to insights, insights to actions, actions to outcomes.

For brands planning a campaign

For a data provider or integration partner, the scale claim and the action-over-outcome framing are quotable positioning that a co-marketing campaign or benchmark collaboration could echo without new research.

Start here if the brief is about AI adoption.

Responding to a Ramp report showing that companies making significant AI investments are increasing headcount rather than reducing it, DePinto invokes Jevons paradox: when the return on something rises, ambitious companies invest more in it, not less. The argument is that winners in the AI era will use productivity gains to build new products, enter new markets and create opportunities rather than simply cut costs, and the post ends with a recruiting pitch for AI-driven builders in engineering, product management, user experience and customer success at Direct Supply.

For brands planning a campaign

For an AI or talent-focused brief this is the entry point. DePinto is publicly recruiting AI builders, so a developer-tool or AI-platform partner can align with the growth narrative rather than a cost-reduction one.

DePinto highlights a frontline TELS user, Dom from YAD Healthcare, calling him a hero and framing TELS as existing to serve maintenance and other frontline workers across senior living and care. The post connects the industry labor shortage directly to resident care, arguing that without a connected platform and people in these roles residents do not get the care they deserve, and closes with the phrase the customer uses: "Put it in TELS!"

For brands planning a campaign

A template for co-produced customer stories. The labor-shortage framing gives a values-based hook for workforce or recruitment campaigns alongside the product message.

DePinto notes being mentioned in a McKnight's Senior Living article alongside operators such as Ensign Services, credits the Direct Supply TELS team, and thanks McKnight's Senior Living and James M.

• Berklan.
• The post says releasing the benchmark data is just the beginning and invites data and technology providers in senior living to get in touch about surfacing further insights for the industry.

For brands planning a campaign

An explicit open invitation to data and technology providers. A vendor brief can reference the third-party press validation and propose joining the benchmark data effort as a concrete next step.

DePinto describes it as built on more than 23 million data points across 17,000-plus senior living communities and unpacks individual findings rather than summarizing the whole report.

• One post highlights a counter-intuitive result: 90th-percentile operators created 62 work orders per building per week against 12 at the median, which DePinto reads as a sign of visibility rather than more problems.
• Another notes the report's release drew coverage in McKnight's Senior Living alongside operators such as Ensign Services.

Each post picks one finding, states the reframe or the caveat, and ends with a link to download the full report.

For brands planning a campaign

A brand selling into senior living operations can work with DePinto on a data-driven finding rather than a general sponsorship: a co-published metric, a contributed dataset, or a sponsored analysis of one benchmark result. The format rewards partners who bring their own operational data.

Examples: Source 1 · Source 2 · Source 3

DePinto states plainly that correlation is not causation and argues the signal matters because it reflects teams executing fundamentals daily rather than preparing at the last minute.

For brands planning a campaign

A CMMS, compliance, or survey-readiness vendor can evaluate DePinto as a voice for the discipline argument: consistent documentation and daily execution over last-minute preparation. Because the caveat is published, a campaign should expect measured claims rather than a hard causal pitch.

Examples: Source 1

DePinto describes 400-plus maintenance and operations leaders traveling to Milwaukee and calls them the quiet workforce behind each community — caregivers who provide human connection to isolated seniors while working against a severe labor shortage, often without recognition. A separate post celebrates an individual user, Dom from YAD Healthcare, and the phrase "Put it in TELS!" as a sign of adoption on the front line.

For brands planning a campaign

Brands with a workforce, training, or recruitment message fit the frontline-appreciation angle; DePinto gives named recognition to individuals and treats the labor shortage as a shared industry problem. Expect a people-first framing rather than a product demo.

Examples: Source 1 · Source 2

The wrap-up post promises new product launches, services, and ecosystem partnerships, and a third post invites senior living data and technology providers to join the benchmarking work.

The invitation in is aimed specifically at data and technology providers; the posts do not describe commercial terms or selection criteria for partners.

For brands planning a campaign

For a vendor, the entry point is an integration or ecosystem role rather than a standalone endorsement. DePinto names partners publicly and publicly asks for new ones, so an integration, data-sharing, or co-marketing proposal is more aligned with this content than a one-off sponsored mention.

Examples: Source 1 · Source 2 · Source 3

DePinto says Direct Supply aligns AI-driven growth with ambition and is hiring AI-driven builders across engineering, product management, user experience, and customer success.

For brands planning a campaign

This is the one post that reaches outside senior living operations, aimed at a technology and hiring audience. AI tooling, developer, and talent brands can evaluate DePinto for a growth-and-hiring message; the content reads as thought leadership and recruiting rather than a product recommendation.

Examples: Source 1

They announce the 2026 Senior Living Maintenance & Operations Benchmark Report, preview and recap the TELS Summit in Milwaukee, and promote AI-related hiring at Direct Supply across engineering, product management, user experience, and customer success. TELS and Direct Supply Menu.AI appear as Direct Supply products rather than separate companies.

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Berklan for "partnering on this unique story" about the benchmark data and for mentioning their team's work alongside operators such as Ensign Services. This is press coverage of the benchmark report, not a stated commercial relationship.

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In one post, Adams argues that the strongest agencies treat onboarding and compliance as one connected system rather than separate tasks, and that slow onboarding quietly caps growth — the same move DePinto makes when arguing that operational data only matters if it changes what a team does next. Both use short first-person posts that turn a specific operational detail into a leadership point.

Adams writes from home care agency software, about caregiver recruiting and onboarding; DePinto writes from a senior living technology vendor, about building maintenance and operations benchmarks.

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One post contrasts generic praise with specific recognition and argues that naming the moments where no one is watching is what builds teams that repeat good work; DePinto makes a parallel case that the maintenance crew is a care workforce and that visibility and recognition drive retention. Both write short, first-person posts that start from a workplace moment rather than a product.

McCauley writes from healthcare recruiting, about career moves, retention, and recognition; DePinto writes from a senior living technology vendor, about maintenance data and industry benchmarks.

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DePinto's frontline-appreciation posts share that people-first framing, and both write short posts tied to a specific organizational moment rather than abstract commentary.

Malensek writes about HR leadership at an industrial equipment manufacturer and about remote recruiting; DePinto writes about senior living operations and maintenance technology.

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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.

Malensek's reviewed content does not cover senior living maintenance, work-order visibility, CMMS engagement, E&K citations or operator benchmarks.

• The reviewed material points to a general HR leadership audience, not senior living operations leaders, and shows no TELS-style ecosystem partnership surface.
• A buyer would trade Jesse DePinto's direct senior living operations data and partner route for a broader HR-leadership voice with less category proof.

Examples: Source 1 · Source 2

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.

Adams does not address senior living building operations, work orders, CMMS logins, E&K citations or maintenance benchmarks.

• The reviewed posts are about home care agencies and caregiver onboarding, not senior living maintenance directors or TELS ecosystem partners.
• A buyer would gain a close view of the recruiting-to-onboarding workflow but lose Jesse DePinto's operator benchmark data and senior living operations audience.

Examples: Source 1 · Source 2

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.

McCauley's reviewed content does not document senior living maintenance operations, CMMS, work-order benchmarks, compliance citations or an ecosystem partnership route. The material is talent and retention focused, so a CMMS or work-order vendor would trade Jesse DePinto's operations data and TELS partner surface for a workforce-storytelling voice with less product-category evidence.

Examples: Source 1 · Source 2