In senior living, stability is not just a metric, it is a promise to families. Jeffrey Gorddard, president and chief executive officer of St. Mark Village, entered his role with that promise top of mind and a mandate to guide a storied community through change. He brought focused urgency to a complicated transition and set a course grounded in people, quality and stewardship.
Gorddard’s path to the top job was shaped by hands-on leadership. He first served as chief operating officer, where he earned trust by listening to residents and staff, making transparent decisions and confronting issues directly. When asked to lead the enterprise, he focused first on culture because he knew clinical outcomes and financial health follow from a healthy workplace.
His entrepreneurial chapter at St. Mark Village began with a leadership succession plan that required steady focus. Gorddard inherited complex challenges and chose transparency, shared goals and follow-through to rebuild momentum.
Results followed in measurable ways. Resident experience scores improved, the community strengthened independent living, short-term rehabilitation and long-term care and families reported greater confidence in care transitions. Those gains came from day-to-day discipline, not from one big bet. Families noticed tangible improvements.
Purpose anchors his decisions. Gorddard often returns to a simple line that captures his philosophy: “When we lead with purpose and transparency, we transform lives together.” The sentence is more than a motto, it is a filter for priorities and a standard for communication with families and staff.
A Titan 100 Honoree, Gorddard treats visibility as an obligation to his sector. He shares practices with peers, supports partnerships that elevate senior care across the region and mentors rising professionals who want to serve older adults with both skill and compassion. He knows communities thrive when providers collaborate rather than compete without context.
His view of the future of work blends adaptability and preparation. Clinical teams will need broader skills, stronger critical thinking and collaborative problem solving. To meet that need St. Mark Village is building training that links classroom learning to practice, expands mentorship and equips managers to coach with clarity. Managers train with intent.
The strategic plan reflects that outlook. Gorddard describes measured growth in services, technology that supports personalization and campus updates that make connection easier for residents and families. Every initiative is tied to evidence of better outcomes and an experience that respects choice.
Asked what sets him apart, Gorddard points to action in difficult moments. He steps toward problems, communicates plainly and invites stakeholders to help design solutions that last. Under his guidance, St. Mark Village has strengthened care across independent living, rehabilitation and long term support while reaffirming the values that built its reputation.
