capabilities include specialized expertise such as dementia-focused programming, trained leadership, and expanded quality-of-life initiatives like sensory engagement and therapeutic support—areas that are increasingly central in memory care and higheracuity settings. Like every operator in the sector, Koru was tested during COVID-19. Lange describes the period as traumatic and complex, intensified by the reality that senior living is already a highly regulated environment, layered with emotional demands that come with aging, health decline, and end-oflife transitions. In that context, COVID created an even more intense operational and psychological environment, including rapid regulatory changes, conflicting guidance at times, and significant pressure on staff. Koru’s response centered on adaptability, disciplined cost management, and operational prioritization. Lange emphasizes a principle that guides decisionmaking: “it costs what it costs.” In other words, senior living operators can only cut so far before service quality and staff stability begin to erode. The company worked to mitigate volatility by strengthening internal inventory practices, refining vendor leverage and purchasing agreements, 49 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02 KORU HEALTH
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