Below is an advertorial describing Vetter Senior Living’s (VSL) experience in deploying the Veras platform for workforce management in the post-acute care space.

The Vetter Way meets the Veras Way. What happens when a long-term care stalwart seeks a new system to manage its workforce, from reducing overtime to scheduling processes and anything in between? Let Heath Boddy, president of VSL, describe how his provider came to partner with Utah-based Veras, a technology-driven, AI-enabled innovator.

Park Place Live (PPL): What are some details on VSL’s operations you can share?

Boddy: Vetter Senior Living was founded in 1975 by Jack and Eldora Vetter around a simple but powerful idea: that the elderly deserve dignity in life. Fifty years later, that mission still drives everything we do. We operate more than 30 communities across Nebraska, Missouri, Wyoming, and the broader Midwest, serving residents through skilled nursing, rehabilitation, assisted living, and home health. We have nearly 4,000 team members, and because we’re a not-for-profit organization, every dollar we save goes back into improving care, re-investing facilities and in our team members, rather than into shareholder returns. As president, I work across our communities on strategy, quality, and operations — and that includes how we deploy technology to support our frontline teams. I also serve on the Board of Governors of the American Health Care Association as the Not-for-Profit Representative, which gives me a fairly broad view of where the industry is heading.

PPL: What specific problem were you trying to solve when you approached Veras?

Boddy: At our scale, workforce communication is one of the most persistent operational challenges in the building. When you have 30-plus communities and 4,000 team members, the daily friction points — call-offs, shift coverage, overtime management, agency reliance — are constant. The traditional approach was fragmented. Managers were individually texting staff, chasing people down to cover shifts, relying on paper-based performance reports, and using multiple different apps for different functions. It was time-consuming and inconsistent across communities. Veras offered a way to consolidate that communication and give managers real visibility into what was happening on the floor. That was the promise we were evaluating — and the reason we decided to move forward.

PPL: How has your team responded to the Veras system?

Boddy: The feedback from the floor has been genuinely enthusiastic, which isn’t always the case when you roll out new technology in long-term care. One of our managers described being ‘head over heels’ for the platform — she said she’s now able to leave notes on shifts and track who is covering for whom in a way that just wasn’t possible before. At another community, the response was even more direct: they said they could get rid of the third-party app they’d been using and eliminate their paper staff performance reports entirely. Those are entrenched tools — getting people to give them up is a real signal. The missed meal break reminder feature is another example. Before Veras, a manager was personally texting every employee individually to remind them. Now it’s automated. That kind of relief from administrative burden adds up.

PPL: Do you have usage data on how Veras is being used across VSL?

Boddy: The usage data from our Q4 2025 review tells a pretty clear story. Across our communities, we had over 140,000 messages sent through the platform in the quarter — that’s an average of about 1,800 messages per community per month. On the call-off side specifically: nearly 4,000 call-offs were processed through Veras in the quarter, which generated close to 40,000 staff notifications automatically. Each call-off saves approximately four minutes of manager time. That sounds small, but across all our communities it translates to over 260 hours of manager time recovered in a single quarter just from that one workflow.

PPL: What is the financial impact of using Veras? Any gauge of ROI?

Boddy: Our Q4 2025 projected savings totaled just over $270,000 for the quarter. The biggest driver was overtime reduction at roughly $229,000, followed by agency cost savings of about $23,000, extra time reductions of $17,000, and avoided missed meal break penalties of around $1,500. For an organization operating on our scale and on a not-for-profit basis, $270,000 in a single quarter is not a rounding error. Those are real dollars that can be reinvested in staffing, facility improvements, and ultimately in the quality of care we deliver to residents. And I’d note that these are projected savings — the methodology is conservative. The actual impact when you factor in indirect benefits like reduced manager burnout and improved staff retention is likely higher.

PPL: What are your immediate goals for your partnership with Veras?

Boddy: The foundation is solid — we’ve demonstrated real ROI and real adoption in the communities where Veras is fully embedded. The focus for 2026 is driving more consistent usage across all of our locations, including the communities that are earlier in their adoption journey. We also want to lean further into the analytics side of the platform — using the data Veras generates to make better scheduling and staffing decisions at a community level, not just to react to call-offs but to get ahead of them. The broader theme for us in 2026 is that AI-enabled tools like Veras are moving from ‘nice to have’ to genuinely mission-critical in this operating environment. Labor is still the central challenge in post-acute care, and any technology that gives our managers leverage is worth investing in.

For more information on Veras, visit veras.com.