A day in the life of Ali Powell, Occupancy Growth Expert
- Jacqui Doig
- Sep 17, 2025
- 4 min read
When people ask what I do, I say I help later living communities grow. But really, I help create places where older people feel less lonely, more connected, and genuinely at home. Places where life still has purpose, joy, and community. That’s what gets me up in the morning – knowing the work I do has a ripple effect that goes far beyond sales and marketing.
I’ve been in hospitality and service for a long time, so creating a welcoming, people-first environment comes naturally. I started out on the operator side, leading sales and marketing for some of the UK’s biggest retirement brands. These days, I run Commercial Acceleration – my specialist sales and marketing consultancy – partnering with later living operators and investors on commercial growth projects. Some are about boosting occupancy. Others are about launching new communities, repositioning existing ones, sharpening the message, or building stronger sales performance. I’m often brought in as a project lead or fractional commercial director. Whatever the brief, my focus is always the same: deeply understanding the customer and delivering real, lasting results.
At the heart of everything I do is empathy. Getting under the skin of who we’re trying to reach, what they care about, and why they might hesitate. Then creating the messaging, systems and tools that build trust and turn interest into move-ins. Because when you really understand the customer, everything else flows more easily.
I still remember the first time a resident told me, “I wish I’d moved in sooner.” That stuck with me. Behind every occupancy stat is a person who’s finally found somewhere they feel seen, safe, and surrounded by others. That’s the real goal.
This morning kicked off presenting commercial recommendations to the leadership team of a retirement village group. One of their locations had been struggling with low occupancy, and the worry was beginning to grow. I’d spent the past few weeks reviewing their entire customer journey – from first contact to follow-up – and today was about sharing what I’d found, where the gaps were, and how they could turn things around. Often, it’s not about sweeping change. It’s about offering clarity where things have felt muddled and helping teams move forward with confidence.
Midday was spent putting those insights into action elsewhere. I’ve been building a new sales training programme for another client, designed to help their team improve conversions at each key moment – from the initial enquiry to the show-round and beyond. These touchpoints often get overlooked, but they’re where trust is either built or broken. I always say: this isn’t about being pushy – it’s about being present.
Training is a big focus of my work – because even the best systems only succeed if people feel confident using them. I design practical, hands-on programmes that give teams the tools and language they need to connect with families, handle objections with empathy, and guide decisions without pressure. It’s about empowering staff to feel capable and consistent, so that every enquiry, show-round and follow-up builds trust. When teams feel supported and skilled, great customer experiences stop being accidental – they become the standard.
A big part of my work is also putting in a clear, repeatable sales process. Too often, enquiries get handled inconsistently, or follow-ups depend on who picks up the phone that day. I build systems that give teams confidence at every stage — from enquiry management to show-rounds to family decision-making. The goal isn’t just more move-ins, but a smoother, more human journey for families making a huge life choice.
Somewhere between calls I squeezed in a quick walk – fresh air and a strong podcast are often where the best ideas come from.
By the afternoon, I was deep into marketing strategy for a new retirement village preparing to launch later this year. This part of the work is where the creativity comes in – shaping a message that doesn’t just sell apartments, but tells a story. One that reflects the heart of the community and speaks directly to the people it's built for. Done well, marketing becomes the first act of trust-building – the quiet start of a relationship that could change someone’s life.
Alongside sales, marketing is where growth really starts. Through Commercial Acceleration, I help operators sharpen their positioning, reach the right audiences, and make sure their message cuts through in a busy marketplace. It’s about telling a story people recognise themselves in — and then backing it up with the right channels, whether that’s digital campaigns, referral networks, or community partnerships. Sales and marketing only work when they work together, and bringing those pieces into alignment is often where the biggest growth comes from.
With families taking longer to make decisions, and customers expecting more from their later living options, the sector can’t afford to stand still. It’s why I’m always thinking a few steps ahead – how we engage, how we position ourselves, and how we build trust before someone ever steps through the door.
It’s been a full day – most of them are – but every bit of it ties back to the same purpose: helping operators grow vibrant, sustainable communities where older people can truly thrive.
And tonight? I’m raising a glass – a Kir Royale, my favourite – to a brilliant client who just hit 95% occupancy after we rolled out a brand new sales and marketing strategy earlier this year. That’s what it’s all about: creating real impact, driving meaningful change, and celebrating the wins, big and small.
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