Brookdale Senior Living Inc.

• •Independent living communities
• •Assisted living communities
• •Memory care communities
• •Continuing care retirement communities (CCRCs)
• •Community management services for third parties
• •Brookdale HealthPlus® care coordination
• •Private duty services outside the communities

Brookdale's core customers are seniors and their families who are choosing housing and care solutions based on health needs, lifestyle preferences, and affordability. Independent living residents typically buy convenience, amenities, and social connection, while assisted living and memory care residents need daily support, supervision, or dementia-related care. CCRCs appeal to residents who want a longer-term solution that can accommodate changing care needs without moving to a different provider. The company also serves referral sources such as hospitals, physicians, skilled nursing facilities, home health agencies, social workers, clergy, employer groups, and paid referral organizations that influence move-in decisions. Brookdale's private duty and care-coordination offerings also reach seniors outside its communities and the family members who help manage care decisions.

Brookdale's business is overwhelmingly U.S.-based, with communities in 41 states and no meaningful international operating footprint disclosed. As of December 31, 2025, the company operated and managed 584 communities serving approximately 51,000 residents, with a mix of owned, leased, and managed properties. Its scale is spread across local markets, so occupancy, pricing, and staffing conditions vary by state and metro area rather than by country. Because senior living is a local-service business, geography matters mainly through state regulation, labor availability, real estate economics, and competitive supply in each market. The company does not disclose country-level revenue in the provided excerpts, so a country revenue map cannot be built from the available narrative.

Brookdale's strategy centers on improving occupancy, resident length of stay, and revenue per occupied unit by keeping residents within its care continuum as needs change. The company is investing in Brookdale HealthPlus® and other technology-enabled care coordination tools to improve outcomes, differentiate the brand, and support value-based healthcare relationships. It is also expanding private duty services outside its communities to create incremental revenue and broaden the customer base. Operationally, Brookdale relies on centralized procurement, clinical, marketing, finance, and training functions to lower costs and support a large multi-state portfolio. The company continues to use acquisitions, dispositions, and capital spending to reshape the portfolio and focus on communities with better long-term economics.

Brookdale depends heavily on private-pay resident fees, so any pressure on seniors' ability to afford care can reduce occupancy, pricing power, and cash flow. The senior housing market is highly competitive and can be affected by new construction, aggressive pricing, and at-home alternatives that allow seniors to age in place outside a community. Labor availability and wage inflation are persistent risks because senior living is staffing-intensive and service quality depends on recruiting and retaining associates. The company also faces real estate and impairment risk because underperforming communities, changes in occupancy assumptions, or weaker market conditions can trigger asset write-downs. In addition, regulatory, liability, and public health risks are material because Brookdale operates care environments subject to state oversight and resident safety expectations.