managed contracts, serving independent living, assisted living, memory care, and higher-acuity services that bridge the gap between traditional assisted living and skilled nursing. President Andy Lange describes Koru Health’s evolution as intentional and disciplined. The company began with a single managed contract in Racine, Wisconsin, and expanded to a peak of 14 communities, most within a manageable operating radius of Milwaukee, with two communities in Minnesota extending its footprint into the Twin Cities region. From the start, Koru’s strategy blended select managed operations with acquisition activity, while prioritizing a core focus on new construction and what Lange calls an A-class property approach. In the Wisconsin markets the company targeted, Koru believed there was room to reset expectations by delivering stronger physical assets and a higher standard of service in environments where supply constraints can sometimes breed complacency. That focus on physical quality has been paired with growth metrics that reflect scale and momentum. With communities under construction and a resident base nearing the 1,000 mark, Koru’s longer-range plan targets approximately 5,000 units over a 15-year horizon. In the near term, Lange says the company is positioning itself for acquisition opportunities, anticipating that industry-wide transaction activity will accelerate into late 2026 and 2027 as market conditions evolve. Geographic expansion plans include western Wisconsin and continued growth in the outer tiers surrounding the Twin Cities. While the portfolio strategy is clear, Lange emphasizes that Koru’s differentiator begins with a less common starting point in senior living: the internal customer. He describes Koru as a company built first around the employee experience, with the belief that service quality, resident satisfaction, and operational performance all improve when staff are supported, developed, and retained. One of Koru’s earliest hires was in human resources, a decision Lange acknowledges is not always typical for growing operators, but one that reflects the organization’s priorities. In his view, there is no 47 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02 KORU HEALTH
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