When I began my role at Ennoble Care as a healthcare community liaison in April 2022, I discovered that my role was more complex, multifaceted, and critical to the modern healthcare ecosystem than ever before.
Today, I am still uncovering new dimensions of its critical importance.
I want to take readers on a deeper journey into our profession — not just what we do day-to-day, but why our roles exist, how they have evolved, and why they are becoming the strategic linchpin for independent and senior living communities navigating an increasingly complex healthcare landscape.
Editor’s Note: A recent encounter inspired this digital white paper, after a gracious senior living resident innocently suggested that my role revolves primarily around sales.
Ryan Miner’s eye-opening conversation demonstrated the frequent misunderstandings around his nonclinical healthcare liaison role — and how these moments give community healthcare liaisons a unique chance to educate others and clarify how our roles serve as critical functions within our constantly evolving healthcare system.
The Identity Crisis That Defines Nonclinical Healthcare Community Liaisons
Please allow me to begin with a confession: Nonclinical healthcare community liaisons often struggle with a profound identity crisis, and understanding this crisis is key to understanding why we’re so essential.
When someone in our field introduces themselves, they might use any one of over 250 different job titles.
I’m a Community Relations Manager or a Community Liaison.
And some of my colleagues in the healthcare industry are business development managers and directors, responsible for new-patient growth within defined geographical territories (also like me).
Are we all doing the same job?
Not exactly.
But we are all part of the same evolutionary story and healthcare ecosystem.
The Three-Stream Confluence: The DNA of Modern Healthcare Liaisons
To understand what makes healthcare liaisons unique, let’s travel back in time and trace three distinct evolutionary streams that converged to create this modern role.
Stream One: The Scientific Heritage
The first stream began in 1967 when Upjohn Pharmaceuticals created something revolutionary: the Medical Science Liaison (MSL) role.
Upjohn Pharmaceuticals realized that traditional sales representatives could not explain complex new medications; they needed scientifically trained professionals who could engage in peer-to-peer discussions with physicians about cutting-edge treatments.
This heritage gave modern liaisons our data-driven DNA.
When I analyze referral patterns in our company’s CRM system or present outcome metrics to a senior living community’s leadership team, I am channeling this scientific heritage.
It’s why the best non-clinical healthcare liaisons today do not just build relationships — we back them up with hard evidence, significant data, and measurable outcomes.
Stream Two: The Holistic Care Heritage
The modern liaison concept borrows from the emergence of liaison psychiatry in the United Kingdom during the late 20th century.
Grounded in George Engel’s biopsychosocial model, it champions inter-team coordination across medical disciplines, psychosocial care, and community support.
That same integrative mindset lives in how we can coordinate care between physicians, senior living communities, healthcare specialists, and families.
Stream Three: The Community Trust Heritage
Community Health Workers (CHWs) emerged globally — from China’s barefoot doctors to BRAC in Bangladesh and U.S.-based grassroots health programs — as trusted community figures connecting people to care.
That trust-based, embedded connection defines much of what modern healthcare liaisons do in senior living settings today:
- Building rapport with residents and senior living staff;
- Educating residents and staff about services offered;
- Building and earning trust; and
- Bridging cultural and systemic gaps to ensure care continuity.
The Four Pillars: What Non-Clinical Healthcare Liaisons Do All Day
Understanding nonclinical healthcare liaisons’ heritage helps explain why this modern role rests on four essential pillars.
Each day, I navigate and operate between these pillars, and the magic happens in how they interconnect.
Pillar 1: Business Development and Network Management
Part of my job involves business development.
But in healthcare, especially in healthcare for older adults, my work does not mimic the traditional sales framework.
When I visit a senior living community, I am not there to “sell” Ennoble Care’s services.
- I visit senior living communities to understand the challenges faced by residents and staff.
- Are residents and senior living staff struggling with frequent resident hospitalizations?
- Are resident families frustrated with any aspect of care coordination?
- Is the senior living nursing staff overwhelmed managing complex medication regimens?
I have access to sophisticated relationship management software (a CRM) to track every conversation, identify patterns, and measure impact.
But our technology is only a tool; the real work happens in the consistent, face-to-face relationship building.
My nonclinical healthcare liaision role is much more about becoming such a trusted resource so that, for example, when the activities director notices a resident’s sudden behavior change, I can be the first person they call for guidance and assistance.
This pillar requires a delicate balance.
Yes, I track new patient referral volumes and calculate ROI (return on investment) — our healthcare organization’s sustainability depends on it.
The most successful nonclinical healthcare liaisons understand that in healthcare, authentic relationship-building is not separate from business development — it IS business development.
Pillar 2: Community Engagement and Strategic Outreach
The second pillar extends beyond the walls of any single senior living community or healthcare facility.
Senior living communities do not exist in isolation; they’re part of broader community ecosystems that include families, local hospitals, specialty healthcare providers, and even numerous community organizations. This kind of strategic community building requires deep and active listening.
Before launching any initiative, I spend significant time understanding the specific needs of our senior living partners, asking questions like:
- What keeps their general managers, executive directors, and administrators up at night?
- What challenges does the nursing and care staff face daily?
- What concerns do families raise most often?
- Only by truly understanding these pain points can nonclinical healthcare liaisons create functional educational content programming that provides authentic value.
Pillar 3: Patient Onboarding and System Navigation
Perhaps nowhere is a nonclinical healthcare liaison role more critical than in helping older adults and their families navigate the bewildering complexity of modern healthcare.
When Ennoble Care begins serving a new senior living resident, my immediate responsibility is to ensure that the transition feels seamless and supported.
Consider the following hypothetical scenario:
A resident at a Montgomery County, Maryland-based senior living community recently enrolled in Ennoble Care’s home-based primary care program.
Before their first in-home primary care visit, I typically:
- Meet with the senior living resident (and oftentimes their adult children) to understand the resident’s primary care goals, answer questions about Ennoble Care’s services, and address any challenges the resident and families may have.
- Patiently educate the resident (and family) about our healthcare organization’s informed consent process and answer questions about their relationship with our organization, especially their new primary care provider, while establishing communication channels and after-hours clinical support.
- Walk the senior living resident and their family members through a methodical, step-by-step process for creating a login and password for our online patient portal system.
- Connect with the senior living’s nursing and administrative staff to understand any additional healthcare challenges the resident may have.
- Confirm that their Medicare Advantage plan, for example, would cover Ennoble Care’s on-site primary services without surprise costs (Ennoble Care accepts Medicare Advantage plans, traditional Medicare plans, and commercial health insurance).
- Guide the resident and family on how to transfer medical records to Ennoble Care from their previous primary care provider(s).
My responsibilities to a newly-enrolled senior living resident (and their families) begin before they even meet their new primary care provider, which may appear as standard administrative output; at its core, however, it’s relationship-building.
By the time our nurse practitioner or physician assistant arrives for that first on-site primary care visit, the senior living resident feels heard, their adult children feel informed, and community staff hopefully feel confident in our healthcare organization’s execution and communication.
This process is the foundation for successful long-term care.
Pillar 4: Ongoing Relationship Management
The fourth pillar is where everything comes together: The ongoing, proactive management of relationships that ensures continuity and quality of care.
Relationship management is perhaps the most sophisticated aspect of our role, requiring us to juggle multiple relationships while maintaining a “closed-loop” mentality — nothing falls through the cracks.
When a senior living community mentions to me that they are concerned about their readmission rates, I do not just note it and move on with my day.
I immediately share that information with our Maryland team; I seek guidance from our clinicians and care coordinators, discuss next steps with our executive director, and follow up with the senior living community resident (and families).
This level of accountability builds the deep trust that transforms vendor relationships into true, longstanding partnerships.
Navigating the Ethical Minefields as a Nonclinical Healthcare Community Liaison
Nonclinical healthcare liaisons operate in one of the most regulated, high-stakes environments imaginable.
We are not selling arcane widgets; we’re handling sensitive protected health information that oftentimes results in life-and-death decisions among vulnerable populations.
As a community liaison, these responsibilities are sacred with zero room for failure.
The ethical challenges healthcare community liaisons face daily could make a philosophy professor’s head spin.
When a senior living community’s marketing director asks me to share a heartwarming patient success story, I can’t just say yes immediately and jump right into a patient story. HIPAA regulations require explicit written authorization from a patient before using any protected health information for marketing purposes.
These situations require what’s called “ethical athletics”— the ability to quickly navigate complex regulatory requirements while maintaining relationships and achieving business objectives.
I have learned that the most successful nonclinical healthcare liaisons are not those who view compliance as an obstacle, but those who see it as a framework for building sustainable, trust-based relationships.
Admittedly, I enjoy dissecting HIPAA regulations and creating content about how to follow HIPAA guidelines properly. Moreover, I am equally passionate about aligning emerging healthcare technology (e.g., artificial intelligence) with the laws and ethical boundaries that heavily regulate our healthcare industry.
When I explain to senior living partners, senior living residents, and their family members why our healthcare organization requires specific authorizations or why we must handle information in particular ways, I am not operating as a bureaucratic cog, eager to make their lives more challenging with endless paperwork.
I am, however, demonstrating that our healthcare organization takes its residents’ privacy and rights exceptionally seriously.
The Future of Nonclinical Healthcare Liaisons: Value-Based Relationship Managers
As I look toward the future of our profession, I see a fundamental (and positive) shift occurring.
Our healthcare system is moving from volume-based to value-based care, and this transformation is reshaping what it means to be a healthcare liaison.
In the old healthcare fee-for-service world, success might have been measured simply by the number of residents our healthcare organization enrolled or the number of referrals we generated.
But in the emerging value-based landscape, our metrics are evolving.
Value-based care looks closely at:
- How well do interventions reduce hospital readmissions?
- Whether care coordination improves quality outcome scores;
- How effectively do organizations help senior living communities manage the total cost of care for their residents?
- The degree to which healthcare organizations improve resident and family satisfaction scores.
This shift is elevating our role; we are no longer just connectors — we’re strategic partners in achieving quality outcomes.
When I work with a senior living community now, we’re not just discussing how many residents might benefit from our services. We are analyzing quality metrics, identifying opportunities for improvement, and developing comprehensive strategies to enhance both care quality and performance.
The Human Element in an AI-Driven Future
Some people ask if artificial intelligence will eventually replace healthcare liaisons.
I do not believe AI will replace our roles. In fact, I think the opposite is true, especially as someone personally invested in navigating and operating daily with the onslaught of AI.
As AI handles more routine or mundane tasks — appointment scheduling, basic health education, medication reminders — the uniquely human aspects of our nonclinical healthcare liaison role become even more critical.
When a senior living resident’s dementia progresses and her family faces heartbreaking decisions about their loved one’s care, they don’t need an algorithm.
(I can speak to this personally; my mother, step-father, and I were exceptionally hands-on when navigating the complexities of my late grandmother‘s memory care.)
They need someone who can sit with them, understand their values, navigate the complex medical and ethical considerations, and coordinate a care plan that honors their loved one’s wishes while ensuring their safety and comfort.
When a senior living community struggles with a spike in falls, it needs more than data analysis. They need someone who can facilitate difficult conversations between administration and clinical staff and help create a culture of safety that goes beyond compliance checkboxes.
These deeply human skills — empathy, complex problem-solving, cultural sensitivity, and the ability to build trust across diverse stakeholder groups — will only become more valuable as healthcare becomes more technologically sophisticated.
Beyond the Stereotype: The Truth About Nonclinical Healthcare Community Liaisons in a Senior Living Context
Perhaps the most persistent and damaging myth I encounter in my work is the perception that nonclinical healthcare community liaisons are simply salespeople who pop into senior living communities a few times a week, hoping to sign up new residents for services, while twiddling their thumbs inside of the community’s common areas.
This misconception does not just fundamentally misrepresent what nonclinical healthcare liaisons do — it actively prevents senior living communities from accessing the tremendous value we can provide.
But it’s entirely incumbent upon us healthcare marketing professionals to provide the necessary (and ongoing) education to our senior living partners and their residents, ensuring they fundamentally understand our roles as community liaisons.
I would like to share what happens when this stereotype takes hold.
I once worked with a senior living community whose executive director initially viewed weekly visits as nothing more than “marketing drop-ins.”
The executive director would invariably greet me with a smile, perhaps mention if they had any new residents who could benefit from Ennoble Care’s home-based primary care services, and then our conversation would conclude.
Within six months, that same executive director completely transformed their perspective about my hands-on role within their senior living community.
Why?
Because the executive director understood that my role as a nonclinical healthcare community liaison extended far beyond just new resident enrollment, realizing that I was their bridge to resources they didn’t even know existed, their advocate within the healthcare system, and their partner in solving complex challenges that had nothing to do with sales numbers.
The Reality of the Nonclinical Healthcare Community Liaison Role
As a nonclinical healthcare community liaison who visits senior living communities several times a week, my role is fundamentally about building and maintaining relationships that benefit the entire community ecosystem.
I am going to walk you through what this looks like and why those “brief” visits pack such tremendous value, even in a short amount of time.
When I arrive at a senior living community, I am unequivocally not there to sell anything — I am there to serve as a connector, resource, and problem-solver.
The nonclinical nature of my role becomes a strength because I can focus entirely on the human elements of care coordination, family support, and community building that often get lost in the clinical shuffle.
Here are the types of scenarios that may unfold during my typical visits to a senior living community partner:
- I begin by checking in with the senior living staff and directors, some of whom may mention that a resident or two has been asking about transportation options for medical appointments.
- While I am not providing clinical care, I can immediately connect the senior living resident with our healthcare organization’s partnership network — a local senior transportation service, volunteer driver programs, care management agencies, home care partners, and even help said resident understand which insurance plans cover medical transportation.
- My presence on-site is not often about signing anyone up for our on-site primary care services; it’s about solving a real problem affecting residents’ quality of life.
Next, I may spend time in the common area, not as a marketer hunting for prospects, but as a familiar face who truly and genuinely cares about the senior living residents’ wellbeing.
A resident may mention that her daughter is overwhelmed trying to understand their loved one’s new Medicare Advantage plan. I can sit down and spend some time explaining the basics, offering to connect the daughter with our insurance navigation specialist or a Medicare broker, and providing resources they can use.
This conversation has nothing to do with enrolling older adults in our on-site primary care program. But by helping senior living residents and their families navigate these challenges, I am building the kind of trust and relationships that make me a valued partner to a senior living community.
An executive director, director of nursing, or activities director may connect with me while I’m on site about a broader internal healthcare challenge. Perhaps they are noticing that many of their senior living residents are struggling with social isolation, particularly those without family close by.
Because I work with multiple senior living communities and maintain relationships across the healthcare, social services, and older adult services spectrum, I can share best practices from other communities and connect them with organizations that specialize in older adult companionship or care management.
The Strategic Value of the Visiting Nonclinical Healthcare Community Liaison
The power of the nonclinical healthcare community liaison role lies not in constant presence but in strategic connection and accumulated knowledge.
Think of us as bridges between islands — we do not need to be permanent structures to provide essential connectivity.
Here’s how this creates unique value:
Cross-Pollination of Best Practices
Because I visit multiple senior living communities throughout any given work week, I become a conduit for sharing innovations and solutions.
When a senior living community develops an innovative approach to managing residents with sundowner syndrome, I can share that knowledge (appropriately and with permission) with other communities facing similar challenges.
This cross-pollination of ideas happens organically through relationships, not through formal presentations or sales pitches.
External Perspective and Fresh Eyes
The staff at senior living communities is often so immersed in daily operations that they are unable, due to time constraints, to step back to see systemic issues or opportunities.
As someone who visits the community periodically, I may notice specific patterns and can share said patterns with the senior living community staff.
During visits to the community, I may observe that some families appear confused about some aspect of our admission process or have questions about connecting with our organization.
These observations, shared diplomatically, can lead to meaningful internal improvements.
Network Navigation and Resource Connection
Senior living communities need connections to a vast array of external resources — specialty healthcare providers, social services, community organizations, educational institutions, and more.
As a community liaison, I maintain these relationships and will oftentimes share these resources with senior living communities.
For example, when a Maryland senior living director of nursing mentions they are searching for a mobile wound care partner, I would instantly refer them to Personic Health, a trusted, valuable, and consistent mobile wound care community healthcare partner with whom our organization frequently partners to service mutual patients.
If a Frederick or Montgomery County senior living community requests information about hospice providers, I would undoubtedly refer them to Frederick Health Hospice’s community services liaison, Leigh.
Family Support and Education
Families of senior living residents often feel lost in the healthcare system.
During my visits, I frequently spend time with family members, providing education about our on-site primary care services and community resources.
This support reduces the burden on senior living staff while ensuring families feel heard and helped.
These conversations build tremendous goodwill for both the senior living community and the organization I represent, but they’re not sales conversations — they’re human conversations about navigating complex life transitions.
Crisis Prevention Through Relationship Building
While I may only be on-site at a senior living community a few hours per week, the relationships I build create a lasting impact.
When a social services director knows they can call me about a resident facing a challenge, I can quickly connect them with a variety of community resources.
When a nursing director is frustrated by a specialist who won’t return calls about a resident’s urgent needs, I can often leverage my relationships to help. These interventions can prevent minor problems from becoming crises.
Dispelling the Myths: What Nonclinical Healthcare Community Liaisons Really Do
Now I’ll address the most common misconceptions about nonclinical community healthcare liaisons:
Myth 1: “We’re Just Waiting Around the Community for New Residents”
Reality: The vast majority of my time at senior living communities is spent on activities unrelated to enrollment.
I may be coordinating resources, solving problems, providing education, and building relationships that benefit the entire community.
New resident enrollment is undoubtedly part of my role, but it’s often less than 20% of my actual time and effort.
Myth 2: “Community Liaisons Only Care About Their Company’s Services”
Reality: The best community liaisons understand that their value comes from being a comprehensive resource, not a single-product promoter.
I regularly connect residents and communities with services my healthcare organization does not even offer because my primary goal is to solve problems and improve quality of life.
This approach builds the necessary trust that makes everything else possible.
Myth 3: “Community Liaisons are an Unnecessary Intermediary”
Reality: In our complex healthcare system, intermediaries who understand multiple perspectives are essential.
I can speak the languages of healthcare providers, skilled nursing facilities, activities directors, insurance companies, social services, senior living operations, and more.
This multilingual capability allows me to translate between groups that often struggle to understand each other, preventing miscommunication and ensuring everyone works toward common goals.
Myth 4: “Brief Visits Can’t Create Real Value”
Reality: We do not measure a nonclinical healthcare community liaison’s role by the number of hours they spend on-site at a senior living community, but by the problems they solve, the connections they make, and the crises they prevent.
The Hidden Multiplier Effect
What many people may miss about the community liaison role is the multiplier effect we create.
- When I help one activities director implement a successful intergenerational program, she may share it at her professional association meeting, spreading the innovation to dozens of other communities.
- When I teach one family how to navigate Medicare appeals, they become a resource for other families in the community.
- When I connect a facility administrator with a great medical equipment supplier, that relationship benefits every resident who needs adaptive equipment.
This multiplier effect means that my two to three visits per week create value that extends far beyond my physical presence. I am not just serving the people I interact with directly; I am creating ripples of positive impact throughout the community.
Maximizing a Community Liaison Partnership
For senior living communities looking to maximize the value of their community liaison relationships, here are key strategies:
First, recognize that we are not vendors but partners. We encourage you to include us in your challenges, not just your successes.
The communities that benefit most are those that trust us with their challenges — a family expressing concerns about care, the insurance issue that feels unsolvable, the resident whose needs exceed the community’s current capabilities.
Community liaisons cannot help senior living communities with problems we are not aware of.
Second, leverage our network actively.
Please tell us what you need!
Whether it’s finding a dentist who makes on-site visits at senior living communities, locating financial assistance for a resident, estate planning, or identifying educational resources for senior living staff, nonclinical healthcare community liaisons likely have connections that can help.
Our value lies not just in what we know but in who we know and how we leverage our relationships to help others.
Third, think of community liaisons as sounding boards and strategic advisors.
Our external perspective and broad experience across multiple communities position us uniquely to offer insights on everything from regulatory changes to innovative programming ideas.
Many of my best contributions have come from informal brainstorming sessions with executive directors, administrators, and department heads.
Finally, community liaisons can help senior living administrators and department heads stay organized.
Senior living communities that maintain running lists of challenges, questions, and resource needs often get the most value from our on-site visits.
When I arrive and you have three specific issues to discuss, we can accomplish more in an hour than if we just chat generally about how things are going.
The Future of Community Liaison Partnerships in Senior Living
As healthcare continues evolving toward value-based care and senior living communities face increasing complexity, the nonclinical healthcare community liaison role becomes even more critical.
We are evolving from simple connectors to strategic partners who help senior living communities navigate an increasingly complex landscape.
The future community liaison will need to understand how to leverage technology to extend their reach — using virtual meetings to connect families with resources, maintaining digital resource libraries that communities can access anytime, and using data analytics to identify trends and opportunities across our networks.
But the core of a community liaison’s value will remain fundamentally human:
- Building trust with residents, staff, and families;
- Understanding a senior living community’s unique needs and challenges, and;
- Creating connections that improve their residents’ lives.
For senior living communities, embracing the full potential of community liaison partnerships isn’t just about getting more value from an existing resource. It’s about recognizing that in an interconnected healthcare ecosystem, having a skilled navigator and connector on your team isn’t a luxury — it’s a fundamental necessity.
Why a Community Liaison Relationship Matters for Senior Living Communities
If you work in or with senior living communities, here’s what I want you to take away from this deep dive into the nonclinical healthcare liaison role:
Community Liaisons are Strategic Partners, Not Vendors
The best nonclinical community healthcare liaisons view themselves as extensions of a senior living community’s team.
We succeed when senior living communities succeed, and that alignment drives everything we do.
Community Liaisons are Complexity Navigators
As healthcare becomes more complex, having a trusted and dedicated community liaison who understands both the clinical and business sides of care becomes invaluable.
We can help senior living communities understand value-based contracts, quality metrics, and care coordination requirements.
Community Liaisons are Relationship Architects
Community liaisons do not just manage our relationships — we help build networks of relationships that benefit an entire senior living community.
The connections liaisons facilitate between a senior living community, healthcare providers, and community resources create a stronger ecosystem of care.
Community Liaisons are Your Advocates
Within our organizations and the broader healthcare system, community liaisons can serve as helpful voices and advocate for senior living residents and their respective community partners.
When policies do not make sense for senior living communities or when systems create unnecessary barriers to excellent healthcare services, community liaisons can partner with communities to advocate and push for necessary change.
Community Liaisons are Investment Multipliers
The return comes in reduced hospitalizations, improved resident satisfaction, stronger census, and better quality scores.
In the value-based care world, these improvements translate directly to financial performance.
The Call to Partnership
As I reflect on my journey as a healthcare liaison, what strikes me most is how this role embodies healthcare at its best — combining scientific rigor with human compassion, business acumen with ethical commitment, and individual care with population health.
For senior living communities navigating today’s challenges — workforce shortages, regulatory complexity, changing payment models, and increasingly complex resident needs — healthcare liaisons offer more than just another service.
Community liaisons can offer partnership, expertise, and a bridge to the broader healthcare ecosystem that no community should have to build alone.
The senior living communities that will thrive in the coming decade are those that recognize healthcare liaisons not as luxury additions but as essential team members.
They’re the ones who understand that in a world of infinite medical complexity, having a trusted guide who speaks all the languages — medical, business, regulatory, and most importantly, human — isn’t just helpful.
It is an indispensable partnership.
The Nonclinical Healthcare Liaison as Essential Senior Living Partner
The community liaison role, properly understood and utilized, represents one of the most powerful resources available to senior living communities. We’re not salespeople making rounds; we’re relationship architects building bridges between communities and the resources they need to thrive.
Our value doesn’t lie in constant presence but in strategic connection; community liaisons do not need to be present on site every day to make a daily difference.
Through the relationships we build, the resources we connect, and the problems we help solve, we create a lasting impact that extends far beyond our physical visits.
For senior living communities still viewing liaisons through the outdated lens of “just sales,” I encourage a shift in perspective. See us as your partners in navigation, your connection to external resources, and your advocates in the broader healthcare system. Engage us with your real challenges, not just your enrollment needs. You’ll quickly discover that the person you thought was there to sell is there to serve, support, and strategically enhance your community’s ability to provide exceptional care.
Bottom Line: Here’s What I Actually Do:
I help ensure that our elders receive the coordinated, compassionate, and effective care they deserve, while supporting the communities that serve them thrive in an ever-changing healthcare landscape. It’s complex work, indeed. But for those of us called to this profession, it’s the most rewarding complexity imaginable.
After all, we’re not just building healthcare networks or managing referral relationships. We’re helping create a world where aging with dignity isn’t just an aspiration—it’s an operational reality, supported by strategic partnerships and delivered through human connection.
That’s the true power of the healthcare liaison. And that’s why, especially for senior living communities, we’re not just nice to have. We’re essential.
Ryan R. Miner, MBA, serves as Community Relations Manager for Ennoble Care’s Maryland operation, where he specializes in building strategic partnerships with senior living communities in Montgomery, Frederick, Washington, Prince George’s, and Anne Arundel Counties.
He is passionate about elevating the role of healthcare liaisons in creating better outcomes for older adults.
You can reach Ryan by email at RMiner@EnnobleCare.com.
For senior living executive directors, general managers, and healthcare leaders:
How are you leveraging healthcare liaison partnerships to navigate the shift to value-based care? I welcome your insights and experiences in the comments below.
Ryan Miner, MBA | Co-Founder and Podcast Host | The Senior Soup
Hi, I'm Ryan!
I co-founded The Senior Soup Soup with Raquel Micit in September 2022. Together, we host The Senior Soup Podcast.
I am a community relations manager for Ennoble Care in Maryland, where I am responsible for marketing our home-based primary care healthcare practice.
I have over 15 years experience in healthcare, senior services, senior care, marketing, public policy, and search engine optimization.
I have a MBA from Mount St. Mary's University and a BA from Duquesne University.