In each episode of Sounding Off: Senior Living Execs on Tech, we explore how senior living leaders at nonprofits are embracing technology to shape the future of care.
Josh Kozinski, enSYNC’s Director of Business Development, sits down with Mandy Lynch, MHA, HFA — President and CEO of Providence Healthcare in Saint Mary-of-the-Woods, Indiana — for a candid, wide-ranging conversation that’s anything but ordinary. From being named CEO at just 25 years old, to leading culture shifts and embracing technology to engage both staff and residents, Mandy brings bold leadership and refreshing transparency to the table.
Whether you're navigating staffing shortages or thinking about small-house models, this episode is full of insights (and real talk) that senior living leaders won’t want to miss.
Not many people have the opportunity to become president and CEO of an organization at the age of 25. Mandy Lynch is one of those few individuals, having been elevated to the role at Providence Healthcare when her predecessor retired.
It all started with an aptitude test in college. “I never anticipated working in senior living, but that test showed that my No. 1 personality-paired profession would be a senior living administrator,” Mandy says. “I really had no idea what that was, so I completed an internship at Providence and fell in love with this place.”
The rest, they say, is history. After graduation, Mandy joined Providence in the finance department and eventually completed an administrator training program with her predecessor, before being elevated into the leadership role.
Her passion for Providence, their residents, and their staff was crystal-clear in our conversation.
Here are the highlights!
Josh: How would you describe your leadership style?
Mandy: Coming in at 25, I thought I needed to be strict and rigorous, set a really high level of expectation, and then hold everyone to it. What I have since learned is that flexibility is more important. It doesn't necessarily matter if everyone clocks in on time. What we really need are people who care and are invested.
I’ve also tried to become more informed on what different generations want out of a work environment, and we hired a consultant to help us. They gave a great example: Fifty years ago, all employees were seen as oak trees. They all needed the same amount of water and sunlight to grow. Now, we think of each employee as an individual house plant, with unique water and sunlight needs.
Some employees need 365-day feedback. Others want that kind of engagement every month or quarter. It’s all about knowing your team members and recognizing that everyone is going to be different.
Josh: What tips would you give to younger professionals looking to take the next step in their career?
Mandy: Reach out to others and ask questions you don't know. Seek mentorship and advice from others who have done it before. Also, embrace being out of your comfort zone. Good things happen on the other side of being comfortable.
Josh: Talk about a time when you have been out of your comfort zone?
Mandy: Early on in my role as President and CEO, managing reimbursement structures was new and difficult — being in a room with vendors and negotiating contracts was well beyond any financial ability that I've ever had. Especially at such a young age, managing a budget of that magnitude can be difficult and overwhelming, but I relied on my resources and my mentors to help me navigate that time.
Josh: What is the mission at Providence, and how does it trickle down to the culture there?
Mandy: Providence Healthcare was founded for the Sisters of Providence, a group of Catholic women who knew they would need a place for health care as they aged — and one where they could be supported with care and receive top-tier treatment. As their numbers declined, Providence Healthcare opened to the public, who could then receive that same level of exceptional care.
Our mission to be top tier and provide the best person-centered and individually directed care is still what we offer in our culture. The Sisters’ foundation brings such a love for people, including our staff. We have a lot of longevity on our team because of who they are as a group of women and how well they love our staff.
Josh: What are some of your biggest investments that are paying dividends in terms of culture?
Mandy: One of our successful investments was in connecting our vitals machines and weight chairs to our electronic health records system — and in purchasing iPhones for staff to carry with them for real-time charting. Instead of our staff having to sit at a computer to input information, they get more time to spend with residents.
Josh: What are some of the creative ways you engage your residents?
Mandy: We love engaging not just our residents but also our staff and families in outings and activities. We’ve done a slip-and-slide, we went canoeing on the lake, and we’ve done Mario Kart wheelchair races in the hallways.
We also are always encouraging our staff to contribute to activities if they have a specific interest or talent. We also pay them for their extra time when they are here to build relationships through those events. It makes a tremendous difference in how the families feel that their loved one is safe and that they are loved and cared for.
Josh: What does financial wellness mean for Providence Healthcare?
Mandy: Financial wellness for us means sustainability. The Sisters know there’s going to come a day when there are no sisters left, and they want to leave a legacy of compassionate care to the public and the underserved.
We have a high Medicaid population at Providence, so our financial wellness comes from high-quality measures and driving success through the reimbursement structures. We also have a partnership with our local county hospital and work closely with an Accountable Care Organization network for patient referrals. We save as much as we can and invest in updating the building and acquiring technology that makes the lives of the staff more efficient and the lives of the patients more enriching.
Josh: What tools do you use for financial planning and budgeting?
Mandy: Since we are small, QuickBooks works well for us. As an independent nonprofit, we have to know every penny that goes out the door. I have a controller who reviews expenses and plans for the coming 12 months. But there are always ebbs and flows, and things you didn’t expect or see coming.
One area that’s been especially difficult to plan around is employee health insurance. Sometimes, health insurance costs are increasing 20% year over year. As a retention and recruitment strategy, we need to keep the health insurance costs low for our staff. We have to constantly juggle that.
p.s. If you're currently outgrowing QuickBooks for your organization, check out how it compares to a more in-depth system like Sage Intacct.
Josh: How do you help your staff understand the rising costs and continued investment Providence is making?
Mandy: We use Paylocity as our payroll platform, which gives us the opportunity to integrate our health insurance and other benefits. On every pay stub, staff see how much we contributed on their behalf for health insurance, life insurance, accidental death and disability, dental, vision, and 403(b) contributions. Seeing those as line items has been helpful. We're looking at new strategies going into 2026 on how we offer insurance that's even more customized to our employees.
Another thing we do is survey our staff about future investments. Recently, we sent a survey that said, “If you had $10,000 to spend on something, what would you want to purchase for Providence Healthcare?” We used their feedback to invest in capital purchases they wanted: new weight chairs, another blanket warmer, and another lift. Asking for their buy-in made them more engaged and invested.
Josh: What initiatives do you dream of implementing at Providence Healthcare?
Mandy: My dream for Providence is to build small houses. It's a different approach to senior living care that feels more like home for residents.
Research has shown that institutional-feeling facilities aren’t good for people with cognitive brain changes, dementia or Alzheimer's. We are constantly trying to make improvements to “de-institutionalize,” like no overhead paging, higher staffing ratios, and staff eating with residents at the dining room tables — all things that make it feel like a home.
I’d love to take this even further with small houses, where we could care for patients with brain changes. I've seen models all over the country, where other places have done it successfully, and I think it makes a huge difference in quality, outcomes and staff satisfaction.
Josh: Looking ahead three or five years, what technology or other shifts might transform the senior living space?
Mandy: I think AI will completely transform what we're accustomed to. Right now, people are very distrusting of it. And can it really be that good?
We currently use it in writing policies. It can cite federal regulations much better and quicker than we can. It gets you 80% there, but you need to check for accuracy and customize.
But I'm a bit skeptical that we, as a general population, may rely too heavily on it and lose some fundamental, important capacities. It certainly worries me that we may lose the ability to articulate and put genuine thoughts together. But it's going to revolutionize, and I think we have to be ready for it and use it as best we can now to be more prepared for it to take off more robustly.
Check out Mandy’s quick responses to our hot-seat questions.
In one word, how do you believe members feel at Providence?
Mandy: Loved. At the end of the day, we want them to feel loved, whether they're a team member, a resident or a family member.
What’s one technology that you couldn't live without at Providence?
Mandy: Phones. Whether it's cell phones or desk phones, communication is key. Second to that is our computers, because we transmit hundreds of emails every single day among our team, even with direct floor staff.
In one or two sentences, why is financial planning important in senior care?
Mandy: Financial planning is critical in senior care, because if we have no money, we have no mission. If we want to keep the doors open and keep offering a high level of service to our residents and patients, we need to make sure we can keep the lights on and the doors open.
Why Providence?
Mandy: Providence Healthcare cares about its people — all of them from all walks of life and all different backgrounds. Providence doesn't feel like your traditional nursing home. It feels like home for everyone who's here, and it offers a sense of peace.
We’ve got more upcoming interviews with senior living leaders in the pipeline, so stay tuned as we continue our Sounding Off series for more on technology and leadership in the industry!
Enjoyed this conversation? Have insights of your own — or know someone whose voice belongs in this series? We’re always looking to spotlight bold ideas, fresh perspectives, and real-world stories from the field.
Nominate a guest or reach out to join us on a future episode of Sounding Off: Senior Living Execs on Tech. Whether you’re ready for the mic or just along for the insights, there’s a place for you here.
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