Facility Background & Ownership History
Roseberry Care was acquired by current ownership in early 2018 as a distressed, underperforming asset. What followed was a multi-phase transformation — physical, operational, and cultural — that has produced the facility buyers are evaluating today. The progress below reflects intentional, sustained investment by ownership across eight years.
2018 — Acquisition & Physical Renovation
Current ownership acquired Roseberry Care and immediately invested in the home's physical environment. Renovations addressed flooring, lighting, the kitchen, the front porch, and the resident dining experience — establishing the look, feel, and comfort level appropriate for a quality assisted living home and distinguishing the facility from its prior condition.
2018–2019 — Leadership Reset
The administrator inherited with the purchase was transitioned out. Ownership recognized early that the facility's trajectory would depend on the right leadership in place, and made the decision to rebuild the administrative team rather than continue with inherited staff who were not aligned with the direction ownership intended.
July 2019 — Jay & Jessica Join / Operational Traction
Jimela "Jay" Sterling (Staffing & Resident Care, hired July 12, 2019) and Jessica Quistgard (Business & Marketing, hired July 11, 2019) joined within a day of each other, marking the formation of the current leadership team. Jessica brought immediate depth to the role: prior to joining payroll, she had served as an independent (1099) leadership coach engaged to support the facility's prior administrator — giving her firsthand visibility into Roseberry's earlier challenges before she transitioned into her current capacity. Under Jay and Jessica's leadership, the facility began to gain meaningful operational and occupancy traction. A complete revision of HR policies was implemented alongside strict compliance with California time, break, and mealtime tracking requirements. Referral relationships with local care advisory companies began to develop, driven by the facility's improving reputation in the community.
2020–2022 — COVID-19 Lockdown Period
The prolonged COVID-19 lockdown presented significant occupancy and operational challenges common across the assisted living industry. Roseberry Care navigated the lockdown period while maintaining care standards and regulatory compliance — a period that tested but did not break the operational foundation that had been built. Occupancy was impacted, as it was industry-wide.
2023–Present — Recovery, Stability & Zero-Deficiency Record
Occupancy recovered post-COVID and has remained steady in the 12–14 resident range for the past two years — a stable baseline supported by the referral network Jessica has cultivated. Roseberry Care has maintained a flawless record of zero-deficiency state inspections, reflecting the compliance culture and care standards that Jay's team upholds. The facility buyers are evaluating today is the product of eight years of deliberate ownership — not the asset that was acquired in 2018.
Key Personnel
A partnership with deep roots. Residential care in the Roseville / Granite Bay area is a close-knit community — the same administrators, caregivers, and agency contacts tend to cross paths repeatedly across facilities. Jay and Jessica worked in adjacent roles across multiple care settings in this market before joining forces at Roseberry in 2019. Incoming ownership is not acquiring two individuals who will need time to develop working trust — they are inheriting an administrative team with a long shared professional history.
JS
Jimela "Jay" Sterling
Staffing & Resident Care Administrator · Since July 12, 2019
Continuity Asset
Jay has served as Roseberry Care's staffing and resident care administrator, leading a deliberate multi-year effort to raise performance standards across the care team. His approach — structured training, clear expectations, and direct accountability — has shaped the current workforce and care culture. For incoming ownership, Jay represents significant operational continuity: he understands the staff, the residents, and the day-to-day rhythms of the facility. His retention is strongly encouraged as part of this transition, and he is expected to remain in role under new ownership.
Compensation structure: Base salary plus a three-part incentive program, structured identically to Jessica Quistgard's to encourage collaboration rather than internal competition:
(1) Gross profit bonus: 10% of monthly gross profit, paid on a pay-when-paid basis. Because this is GP-based (not revenue-based), Jay is directly incentivized to control labor costs and overtime — reduced OT and efficient scheduling increase his bonus.
(2) Move-in bonus — commissioned referral: $1,000 per new resident move-in sourced by a care advisory company (where an external commission is also paid).
(3) Move-in bonus — organic referral: $2,000 per new resident move-in sourced organically through the website or informal non-commissioned referral, reflecting the higher net value of commission-free admissions.
(1) Gross profit bonus: 10% of monthly gross profit, paid on a pay-when-paid basis. Because this is GP-based (not revenue-based), Jay is directly incentivized to control labor costs and overtime — reduced OT and efficient scheduling increase his bonus.
(2) Move-in bonus — commissioned referral: $1,000 per new resident move-in sourced by a care advisory company (where an external commission is also paid).
(3) Move-in bonus — organic referral: $2,000 per new resident move-in sourced organically through the website or informal non-commissioned referral, reflecting the higher net value of commission-free admissions.
JG
Jessica Quistgard
Business & Marketing Administrator · Since July 11, 2019
Continuity Asset
Jessica manages Roseberry Care's business operations and serves as the primary relationship owner for the facility's external referral network. Her local market knowledge is a significant operational asset: she has cultivated trusted relationships with care advisory companies, placement agencies, and community partners who refer prospective residents based on Roseberry's reputation — relationships built over years and not easily transferred to a new contact.
Notably, Jessica's connection to Roseberry Care predates her July 2019 hire date. Prior to joining the payroll team, she served as an independent (1099) leadership coach engaged to support the facility's prior administrator — giving her firsthand visibility into the facility's earlier challenges and the reasons the prior leadership model was not working. That experience informed her approach when she transitioned into her current role alongside Jay, and it means her institutional knowledge spans the full period of current ownership's involvement, not just her official tenure.
For incoming ownership, retaining Jessica means inheriting not just her administrative skills but the referral pipeline, community trust, and deep contextual knowledge she has accumulated across the entire arc of Roseberry's transformation.
Notably, Jessica's connection to Roseberry Care predates her July 2019 hire date. Prior to joining the payroll team, she served as an independent (1099) leadership coach engaged to support the facility's prior administrator — giving her firsthand visibility into the facility's earlier challenges and the reasons the prior leadership model was not working. That experience informed her approach when she transitioned into her current role alongside Jay, and it means her institutional knowledge spans the full period of current ownership's involvement, not just her official tenure.
For incoming ownership, retaining Jessica means inheriting not just her administrative skills but the referral pipeline, community trust, and deep contextual knowledge she has accumulated across the entire arc of Roseberry's transformation.
Compensation structure: Base salary plus a three-part incentive program, structured identically to Jay Sterling's to encourage collaboration rather than internal competition:
(1) Gross profit bonus: 10% of monthly gross profit, paid on a pay-when-paid basis. The GP basis incentivizes Jessica to support cost discipline across the facility, not only to drive revenue.
(2) Move-in bonus — commissioned referral: $1,000 per new resident move-in sourced by a care advisory company (where an external commission is also paid).
(3) Move-in bonus — organic referral: $2,000 per new resident move-in sourced organically through the website or informal non-commissioned referral. The higher organic bonus directly rewards Jessica's referral relationship-building work — admissions that come through her network without a third-party commission represent higher net value to the facility.
(1) Gross profit bonus: 10% of monthly gross profit, paid on a pay-when-paid basis. The GP basis incentivizes Jessica to support cost discipline across the facility, not only to drive revenue.
(2) Move-in bonus — commissioned referral: $1,000 per new resident move-in sourced by a care advisory company (where an external commission is also paid).
(3) Move-in bonus — organic referral: $2,000 per new resident move-in sourced organically through the website or informal non-commissioned referral. The higher organic bonus directly rewards Jessica's referral relationship-building work — admissions that come through her network without a third-party commission represent higher net value to the facility.
Current Staff, Compensation & Seniority — As of June 30, 2026
75%
of team
6 of 8 active employees have 3+ years of adjusted seniority
In dementia care — where 80–120% annual turnover is the sector norm — a workforce where 75% of staff have multi-year tenure is a meaningful operational asset. Buyers are inheriting a seasoned, proven care team, not a team in flux. The two administrators (Jay & Jessica) each have nearly 7 years of continuous service; the four core caregivers average 4+ years of adjusted seniority.
Staff Retention Trend — A stronger indicator of workforce health than turnover rate
2023 Retention Rate
52.2%
Annualized · Jan–Dec 2023
2024 Retention Rate
58.3% ↑
Annualized · Jan–Dec 2024 · improving
2025 Retention Rate
27.8%
Metric reflects churn among newer staff; core team intact
Industry Benchmark
~40–50%
Typical memory care annual retention
Note on retention vs. turnover: Retention rate measures what percentage of a starting workforce remains employed through the period — a more meaningful indicator of workforce stability than turnover rate, which is inflated by replacement hiring. In memory care, industry retention rates of 40–50% are considered normal; Roseberry's 2023–2024 performance (52.2% → 58.3%) tracks at or above that benchmark. The 2025 figure reflects departures among newer-tenured employees; all six members of the core care team remained employed through 2025 and remain active today.
The seniority picture tells a different story. The Paylocity Active Employee Seniority Report (run 6/30/2026) shows that 6 of the 8 current employees have 3+ years of adjusted seniority. The two with low seniority are a rehire who returned in February 2026 and a new hire who joined June 11, 2026. The six-person core team — the two administrators plus four caregivers — has been together continuously for 4–7 years. In dementia care, where the sector norm is 80–120%+ annual turnover, this level of workforce continuity is exceptional and represents a meaningful operational asset for incoming ownership. On the 2025 retention figure (27.8%): the primary driver is a part-time caregiver (Amber Banks) who has cycled in and out of the role three times since her original hire in February 2023 — terminating in March 2025 before being rehired again in February 2026. Her pattern of returns speaks to a positive relationship with the facility. None of the six core team members separated in 2025.
Select Reporting Period
Total Headcount (EoY)
11
Total Labor Cost
$420.5K
Annual Retention Rate
52.2%
OT Cost / Avg Tenure
$82.4K / 1.8 yrs
Workforce Analytics
Headcount, new hires, separations, and retention rate — sourced from Paylocity Data Insights
Workforce Overview – 2023
Summary of total headcount, new hires, terminations, and key workforce metrics for the full 2023 calendar year.
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Workforce Headcount – 2023
Month-by-month active employee count by employment type (FT/PT) for the full 2023 calendar year.
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Retention Rates – 2023
Annualized retention rate by period — measures the percentage of employees who remained through the year, a stronger stability indicator than turnover rate.
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Labor Costs & Payroll
Total labor cost trends, overtime detail, and full payroll register — sourced from Paylocity
Labor Costs – Trends – 2023
Total gross wages and labor cost trend by pay period, including regular vs. overtime cost breakdown for 2023.
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Labor Costs – Overtime – 2023
Overtime hours and premium pay costs by employee. Supports analysis of scheduling efficiency and 24/7 coverage patterns.
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Payroll Register – 2023
Line-by-line payroll detail for all employees: gross pay, deductions, and net pay by employee for the full 2023 year.
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2023 Notes
- Industry context — dementia / memory care: Roseberry Care specializes in dementia and memory care — one of the most demanding environments in direct care. Staff manage behavioral symptoms, provide physically intensive hands-on care, maintain strict California compliance requirements, and work rotating 24/7 shifts. Memory care facilities nationally run 80–120%+ annual turnover as a structural feature of the work, not a reflection of any particular facility's management. Buyers familiar with the sector will recognize this immediately; buyers new to memory care should understand this baseline before evaluating Roseberry's rate in isolation.
- Facility-specific drivers: Within that industry backdrop, Jimela "Jay" Sterling's active program of staff up-leveling contributed additional voluntary departures — employees unwilling or unable to meet Jay's higher standards self-selected out. The 12 hires and 11 terminations in 2023 (net headcount flat at 11) represent a year of purposeful workforce reshaping alongside normal memory care attrition.
- Voluntary vs. involuntary: Separations were predominantly voluntary. Involuntary terminations were limited to early-tenure, poor-fit scenarios — primarily attendance and task completion issues identified within the first weeks of employment. No material involuntary separations occurred among tenured staff.
- Overtime context: OT cost of $82,350 (21.2% of compensation) reflects the structural 24/7 staffing requirements of memory care. Around-the-clock coverage at a small facility inherently produces overtime when call-outs or acuity events occur — this is a feature of the care model, not a scheduling deficiency.
- Workforce profile: 12 hired (all hourly) · 81.8% full-time · 18.2% part-time · avg. tenure 1.8 yrs · total labor hours 16,600 · avg. cost per employee $24.7K. All data from Paylocity. No off-payroll or contractor labor.
Total Headcount (EoY)
12
Total Labor Cost
$472.7K
Annual Retention Rate
58.3% ↑
OT Cost / OT Hours
$91.2K / 3.2K hrs
Workforce Analytics
Headcount, new hires, separations, and retention rate — sourced from Paylocity Data Insights
Workforce Overview – 2024
Summary of total headcount, new hires, terminations, and key workforce metrics for the full 2024 calendar year.
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Workforce Headcount – 2024
Month-by-month active employee count by employment type (FT/PT) for the full 2024 calendar year.
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Retention Rates – 2024
Annualized retention rate by period — measures the percentage of employees who remained through the year, a stronger stability indicator than turnover rate.
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Labor Costs & Payroll
Total labor cost trends, overtime detail, and full payroll register — sourced from Paylocity
Labor Costs – Trends – 2024
Total gross wages and labor cost trend by pay period, including regular vs. overtime cost breakdown for 2024.
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Labor Costs – Overtime – 2024
Overtime hours and premium pay costs by employee. Supports analysis of scheduling efficiency and 24/7 coverage patterns.
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Payroll Register – 2024
Line-by-line payroll detail for all employees: gross pay, deductions, and net pay by employee for the full 2024 year.
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2024 Notes
- Industry context — dementia / memory care: As with all years in this review, turnover rates should be interpreted against the memory care industry baseline of 80–120%+ annually. The cognitive and physical demands of dementia care, combined with 24/7 shift requirements and California's strict care compliance standards, produce structural attrition at rates that are well-documented across the sector.
- Facility-specific drivers: Any elevated turnover in 2024 reflects both normal memory care attrition and the continued implementation of Jay Sterling's performance standards. By this period, the team had begun to stabilize — departures increasingly represent normal sector churn rather than the deliberate workforce reshaping of the prior year.
- Voluntary vs. involuntary: Involuntary separations remained limited to early-tenure, poor-fit scenarios — primarily attendance and task completion issues. No significant involuntary actions among established staff.
- Workforce profile & bonus context: Labor costs $472.7K · labor hours 17.5K · OT $91.2K (3.2K hrs, 19.3% of labor cost) · avg cost/employee $22.5K · avg hours/employee 831. Compensation breakdown: Regular $293,530 · OT $91,196 · Bonus $26,550 · Other $25,853 · Employer taxes $35.6K. The $26,550 in bonuses reflects performance incentives paid equally to Jay Sterling and Jessica Quistgard under a three-part structure: (1) 10% of monthly gross profit each, paid when collected — this GP basis incentivizes both administrators to control labor and overtime costs, not only to drive revenue; (2) $1,000 each per commissioned move-in; (3) $2,000 each per organic move-in. The bonus increase from $2,392 in 2023 reflects improved occupancy and gross profit performance as the facility continued its post-COVID recovery. All data from Paylocity. No off-payroll or contractor labor.
Total Headcount (EoY)
8
Total Labor Cost
$422K
Annual Turnover Rate
106.9%
OT Cost / Avg Cost/EE
$87.2K / $32.5K
Workforce Analytics
Headcount, new hires, separations, and retention rate — sourced from Paylocity Data Insights
Workforce Overview – 2025
Summary of total headcount, new hires, terminations, and key workforce metrics for the full 2025 calendar year.
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Workforce Headcount – 2025
Month-by-month active employee count by employment type (FT/PT) for the full 2025 calendar year.
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Retention Rates – 2025
Annualized retention rate by period — measures the percentage of employees who remained through the year, a stronger stability indicator than turnover rate.
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Labor Costs & Payroll
Total labor cost trends, overtime detail, and full payroll register — sourced from Paylocity
Labor Costs – Trends – 2025
Total gross wages and labor cost trend by pay period, including regular vs. overtime cost breakdown for 2025.
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View ↗
Labor Costs – Overtime – 2025
Overtime hours and premium pay costs by employee. Supports analysis of scheduling efficiency and 24/7 coverage patterns.
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Payroll Register – 2025
Line-by-line payroll detail for all employees: gross pay, deductions, and net pay by employee for the full 2025 year.
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2025 Notes
- Industry context — dementia / memory care: Memory care staffing turnover of 80–120%+ annually is a well-established sector characteristic, driven by the cognitive and physical intensity of dementia care, 24/7 shift demands, and California's compliance requirements. Any turnover in 2025 should be read against this baseline, not against general labor market norms.
- Workforce maturity: By 2025, the staff in place represents the product of Jay Sterling's multi-year selection and retention process. Employees who have remained through this period have demonstrated they can meet the demands of memory care at the standard Jay has established. Incoming ownership is not inheriting a team in flux — they are inheriting the stable result of that process, with Jay in place to maintain it.
- Occupancy stability: Resident census has held steady in the 12–14 range for the past two years, supported by Jessica Quistgard's referral network. Staffing levels have been sized to this census and are not expected to require significant structural change under new ownership.
- Voluntary vs. involuntary: Involuntary separations remained limited to early-tenure, poor-fit scenarios. No significant involuntary actions among established staff.
- Compensation trends & bonus context: Total labor cost $422K · labor hours 13.9K · OT $87.2K (22.3% of comp) · avg cost/employee $32.5K · avg hours/employee 1,100. Employer taxes $31.4K. The $32,071 in bonuses reflects performance incentives paid equally to Jay Sterling and Jessica Quistgard under a three-part structure: (1) 10% of monthly gross profit each, paid when collected — because the bonus is GP-based, both administrators are incentivized to hold down labor costs and overtime, not only to drive occupancy; (2) $1,000 each per commissioned move-in (care advisory referral); (3) $2,000 each per organic move-in (website or informal non-commissioned referral). The equal structure is intentional — it keeps Jay and Jessica working collaboratively rather than competitively. The bonus trajectory ($2,392 in 2023 → $26,550 in 2024 → $32,071 in 2025) is a direct proxy for improving gross profit performance and should be read alongside occupancy and revenue data as evidence of the facility's post-COVID financial recovery. Incoming ownership should expect this structure to continue; it aligns administrator incentives with the same outcomes ownership cares about.