(This is the polished version you can use on your website, decks, and intro videos.)

I didn’t enter the world of residential care from the caregiving side.

I entered it from the business side — and long before that, from pure survival.

My journey started at 14, working beside my mother in her real estate brokerage, California Investments. I learned the business the old-fashioned way: hands-on, watching her negotiate deals, manage properties, and lead a team. When she passed away unexpectedly when I was just 16, everything changed. I was suddenly on my own, running the brokerage with the help of a local broker, holding the pieces together until I was old enough to get my own license.

It was trial by fire — and it taught me responsibility, resilience, and how to operate under pressure.

Those early years shaped who I am.

They taught me business… long before I ever knew how much that skill set would matter.

Over the next decade, I moved through real estate, lending, finance, entrepreneurship, and business ownership — gaining experience in systems, numbers, operations, and leadership. From mortgage lending to financial advising, from buying a laundromat to running multiple companies, I learned how businesses work, how they fail, and how they scale. 

In 2015, everything shifted again.

I bought my first two residential care facilities — with zero caregiving background, but a deep understanding of business. I transformed them, stabilized them, and saw firsthand the profound impact quality care can have. By 2016, I converted two of my rentals into care homes, doubling rental income and realizing the incredible potential of pairing real estate with compassionate operations. 

It was here that the vision for Residential Care Collective began to take shape.

Because the more I grew in the industry, the clearer the truth became:

Care providers are not trained in business.

Investors are not trained in care.

And the people caught in the middle are the residents.

I watched caregivers with enormous hearts get overwhelmed, burnt out, and stuck — not because they lacked passion, but because they lacked business systems and support.

I watched investors try to force traditional real estate strategies into a model far more complex, meaningful, and regulated.

I lived through the operations, the licensing, the staffing battles, the financial puzzles, the crises, and the wins.

I scaled facilities.

I rebuilt after divorce.

I launched new companies.

I built financial freedom through a unique BRRRR-into-Care model.

And through it all, I kept coming back to the same realization:

The industry doesn’t need more caregivers

or more investors.

It needs leaders who can unite both worlds.

And leaders who can teach others to

do the same.

That’s why I created Residential Care Collective —

to elevate residential care by teaching caregivers how to think like business owners,

and teaching investors how to build ethical, high-performing care models rooted in dignity.

Today, my husband and I run multiple care facilities, manage a real estate portfolio, operate diverse businesses, and raise five incredible children — the heartbeat behind everything we do. He is my partner in life and business, and together, we bring both vision and stability into the work we do every day.

RCC is the culmination of my entire journey

—from a 14-year-old learning real estate

at her mother’s side, to a 16-year-old

fighting to keep a brokerage alive, to a businesswoman mastering multiple industries, to a care operator who sawfirsthand what the industry desperately needed.

I created RCC to raise the standard of residential care,

to bridge the gap between business and compassion,

and to empower others to build care homes that change lives — including their own.

This is my story.

This is my purpose.

This is why RCC exists.