Vi Living

See which workplaces made this year's list.

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Employees say:"I believe the company has higher standards than other communities. The community has a good reputation of delivering outstanding service to our residents and visitors who are just in our Skilled Nursing Facility for a short time."

Best Large Workplaces in Aging Services: Senior Housing and Care

GPTW_AgingServices_SeniorHousing_Large_2024-Vi Living

Employees say:"A company that actually cares about everyone individually and not as employees. Treated and paid well. Events for almost everything and everyone still works extremely hard at the end of the day."

GPTW Aging Services Senior Housing Large 2023-Vi Living

Employees say: 
 
"The people in this company, specifically in my department, are like family. If I hadn't been with my fellow coworkers, I wouldn't have been able to succeed as much as I have." 
 
<a href="https://app.gptw.care/certifications/vi">Read the Great Place to Work review here</a>

GPTW Aging Services Large Industry 2022-Activated Insights-Vi Living

Employees say: 
 
“I have been here less than 2 months, but I have never been happier at work. I was astonished to realize that my director had specified my job assignment based on my employment interview. I was not expecting to feel listened to before I even started. And the staff helping to orient and train me have been kind and patient, and infinitely supportive. I have found my home.”

GPTW-SHL-2021-Vi Living

Employees say: 
 
“The corporate and community leadership teams navigated through the pandemic extremely well. The care and concern for our residents and employees was remarkable - from a safety standpoint for residents and staff and financially for employees.”

Best Workplaces In Aging Services

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Vi Living | Fortune

Vi Living Company Profile, Stock Price, News, Rankings | Fortune

Why did Beyoncé and Tina Knowles choose to self-fund their haircare brand, Cécred, rather than taking outside capital? In this episode of Fortune Daily, Tina Knowles sits down at Fortune’s Most Powerful Women Summit to reveal the business strategy behind the brand—including why prospective investors pushed for marketing over R&D, and what it’s really like building a family business with her daughter.
Knowles also reflects on pivoting careers, building a lasting family legacy, and thriving at 72.
Plus: 
• Uber expands its reach with a major acquisition of ezCater—Fortune Brainstorm’s Andrew Nusca breaks down what the deal means. 
• The Future of Work: Inside Boston Dynamics autonomous data collection robot turning heads at the Most Powerful Women Summit.




Subscribe to Fortune: https://fortune.com/subscribe/ 
Additional images courtesy of Getty Images

Tina Knowles on Building Cécred with Beyoncé and Living Her Best Life at 72 | Fortune Daily

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If you're launching a startup and have Beyonce's star power at your disposal, why on earth would you turn down investors who want you to spend more on marketing? Tina Knowles says the answer was very simple. She wanted to continue putting the product first. Before Knowles helped build the haircare company Sacred with her incredibly famous daughter, she ran a Houston hair salon. Those decades of hands-on experience are shaping the brand that she's building today. At Fortune's Most Powerful Women's Summit, we sat down with Knowles to talk about protecting your vision at all costs. We also spoke about the highs and the lows of building a business with family and why at 72, she says she's only just getting started. I'm Ellie Austin in New York, and this is Fortune Daily. Miss Tina, welcome to 14 Most Powerful Women. It's a delight to have you here. Um, I wanna start off talking a bit about your incredible origin story, as it were, because more recently you co-founded Sacred with your daughter Beyonce, that was in 2024, but before international fame, um, you own one of the biggest hair salons in Houston. Um, what did running that business teach you that you still use today? Well, just that, um. That people, I think you hire people in your own image, and um if you treat them with respect and take them along and Motivate them that you get great results. How would you describe yourself as a leader? As a leader, what's your leadership ethos? I think that it is, nothing is too small for me to do, and so I think that inspires, uh, people that work there to do, to go the extra mile because our, our team is small but mighty, but we do everything. Like everybody wears mini hats and nothing is too small, nothing is too big. Uh, it's just You know, motivating people to, to dream big and to think that it can happen. And tell me a bit about the day to day, as it were, things that you're doing at Sacred right now. What are you involved in? What do you most enjoy? I most enjoy innovation. Product innovation, yes, product innovation is so fun. I love all of it. I mean, we, we are, like I said, a small team and with the ad campaigns, we're all hands on deck. Um, I do a lot of the creative for that, um, but the research and development, trying to think of things that, that don't exist in the marketplace that we could supply those needs for like, um. You know, just restoring hair and making it strong and healthy, that's a real, uh, that's the foundation of sacred. And a lot of your products trace back to formulas that you were mixing in the salon. Tell me, tell me a bit about that. What have you held on to? Well, hot oil treatments for sure. Hot oil. My mom believed in, she just passed that down and we would heat up olive oil. And we use these butters and and uh just moisture just moisturizing the hair because anything that damages the hair, whether it's heat or color or just having um textured hair is way more fragile and you have to work harder to keep it on the head. Uh, but I had a lot of myths back in when I opened my salon that especially for textured hair, for black hair, that you couldn't have color and you couldn't have a perm and, and I proved all those wrong because I would mix up my own things that I knew that that were needed, so. Uh, sacred is a combination of the highest science mixed with old remedies that have been passed down for generations that we know work. And you've been in hair care for ages. I imagine you could have launched a brand many, many years ago. Why was 2024 the right moment for this product? It was the right moment for Beyonce because it's her brand and um and she's wanted to do it for many years, but we also worked on it for six years. Yes, we researched, developed and came out with the core products because they are it's called the foundation collection and it is the foundation of healthy hair, and that is not an easy task. Why was that the right moment? Well, because she was ready to do it. She has been so focused on her career and building her touring and building her stage shows that and she wanted to have the time to really be involved with it. So this is the time. Um, most celebrity brands are licensing deals. No, that's not what's happening. We're at Date Grid. Um, there's no venture capital. There's no outside money. Nothing. Why did you want to structure the company this way? Well, we didn't want to structure it that way. We talked to investors in the early stages, but when it got down to them looking at our budgets, um, the largest part of our budget goes into research and development and testing. And the investors just didn't like that. They wanted us to put more money into the marketing and less into the product, and so we just decided, she decided, I, I'm just gonna fund it myself, which is crazy expensive. And I was like, you, you know, do you know what you're getting into, because, and she said yes, because I don't want anybody telling me that I can't put the money into research and development. Everything would have to be approved. The whole game changed when it was time to sign the paperwork. And what can you tell us about how the company has performed so far? Oh, it's amazing. I mean, we are, we, we're the number one brand at, we just launched in. Space and K were the biggest ever launch that they've had, and we have the number one product in the country, uh, which is the restoring edge drops. We, um, are one of the top companies at Ulta. Uh, it's been unbelievable. And the best part about it is that our clients, our customers have done, they've done the marketing for us. You know, if you notice, Beyonce is not in any of the ads. That was done purposely. She, she will post, she posts a few times, but not that much, um. And her role is I mean she's very, very involved in every single product, every single everything we do. She didn't want to be the face of it. That was intentional. Some people work with family out of necessity. Other people do it as a goal. What, what is it about working with family for you that is so fulfilling and what do people get wrong when making assumptions about the experience because I think about. Working with my parents and it feels like fresh hell in many ways, but that's obviously not the experience you have. So, so tell me about, you know, your experience of working with family. What are the high points, what are the challenges? Well, the challenges are that it's your family, it's your daughter and that when they, you know, I I can remember the first businesses that we did, we did House of a clothing line which pays tribute to your mother. Yes, and it pays tribute to generations, but, um, you know, and Beyonce and I are differing in opinion on things and we still do, you know. It's hard. Like, well, the fashion, like she's she's she never wanted to do a junior brand and I'm like, you know, we're missing a whole market of people and uh we gotta get paid because I have that creative brain, but I also have The business brain that I know things have to be profitable in order for you to do what you wanna do and um and so we've always had our little, you know, tit for tats, but we get through it and it's a joy working with my daughter. I mean I couldn't, I couldn't ask for anything better and I've worked with her since I was since she was um 16 and started Destiny's Child. I was the stylist, first I was the hair stylist, then I was the stylist, and I was the day to day manager. Uh, for them, and so I spend, I get to spend a lot of time with my kids. It's amazing. You mentioned House of Darion. Your mother was a seamstress, um, and so legacy clearly plays a big role in your business endeavors. When you think about your legacy, what you're building, what you want to pass on, how would you, how would you describe it? Oh wow, I think is that I was fearless. And you know I think that was something I developed because I was You know, I went to this Catholic school and I was there because my parents were bartering and I didn't know, but I was told everyday that I was less than, that I didn't belong there, and if only I knew I would be so grateful, and I didn't know why. So I didn't find out until I was 14 that they were bartering for us to go to school, so we were like the Poor kids that they picked on us. My parents, my mother sold all the altar boys clothes, uniforms, the church things, my brothers cleaned the school yard, my dad drove the nuns who I just was convinced were witches just wearing those undercover outfits. And um so they told me everyday that they were gonna break my spirit and that I was less than. So I became a warrior at 5 years old. I would be thinking in my head, oh no you're not. And so, and my mother was very passive, very Catholic, very brainwashed, and so I didn't have anybody to protect me. So I became fearless and a fighter. Um, and it's transpired into my life. Beyonce and I were having a conversation yesterday. And she was talking about an article that they were doing in a magazine and she was like, you know, that's great that they talk about my mother, and they asked her what she learned from me and she said, well, I learned a lot from my mom. I've learned all, but what I'm learning now is my momma is at 70 wrote a number one bestseller list, uh, um, and my mom just did a campaign at 72, a fashion campaign. And so it's just teaching me that my life is not over, it's not based on my youth, that you can still live a very full life, you know, at 72. I'm living my best life. Do you feel that? Yes, absolutely, 100%. And you, you wrote Matriarch, which was the best selling memoir that you published last year, is that right? Yeah, last year. Um, you obviously have form when it comes to raising. The next generation of women. I'd love to know what your advice is to today's young girls and women. We're living in such a complicated time, opportunity in many ways, but AI changing society, social media, warping the way young girls see themselves. You're a mother, you're a grandmother. What do you want to say to young women? I think that they have to really take their time. To make, you know, this is something I've done for a long time. I make a list with pen and paper, not on my cellphone, but I make a list of the great things about myself and the things that I don't like so much. The best things will always outweigh the other side. And as long as you are authentically, first you gotta figure out who you are. When you're young, you don't even know who you are. So spend some time figuring out what you like, not what your boyfriend likes, not what your family likes, but what you like. What is your passion, or what is your strength, what is your weakness. Figure it out early and work on it. Are you still making those lists? Oh yeah. Do you still have things you're working on about yourself? Absolutely, I have to make lists all the time, especially when I read crazy stuff on the internet and it's like, you know, yesterday we were in Houston dedicating a building that we helped build for homeless people, and I looked online and started reading the comments and we are living in a world that It's so crazy and sick that people are downing my grandchildren for what they have on and saying all this horrible stuff. You have to make a list of who you are and find out who you are so that you can't let that crap affect your state of mind. Miss Tina, you're remarkable. Thank you so much for joining us on Fortune Daily. Thank you. Uber is hungry to expand and it's just ordered up an acquisition of the corporate catering company Easy Cater, signaling an interesting strategic shift. Editorial director of Fortune Brainstorm Andrew Nusker has the story. Why would Uber spend $2.3 billion in cash on a Boston catering company called Easy Cater? That's because Uber has, of course, Uber Eats, the food delivery service, and Easy Cater cater specifically to corporate clients which have nice profit margins. Uber is hunting for growth. The company's stock price is down considerably as it spends a great deal on autonomous vehicles and fights in a very, very competitive market. Food, the world's biggest robotaxi company. are quickly becoming the world's biggest delivery companies, and Uber wants to be top dog in many more markets. Easy Cater allows it to do that, and with $2.5 billion of gross bookings, it more or less pays for itself. For more on this story, visit Fortune.com. Also at the Most Powerful Women's summit, one attendee was neither man nor beast. Meet Spot, the autonomous data collection robot who also knows how to bust a dance move. Welcome to Santa Barbara, can I shake your hand? Oh, it's so nice to meet you too. From the Jetsons to the Star Wars, robots have long been touted as the future of work. I met up with Boston Dynamics to talk about what all of this means for the human workforce. First of all, tell me what her functions are operationally. OK, so, um, spots a platform. The configuration you're seeing right now is for manipulation, you know, it's what the arm is for, it has, um, cameras, um, in the platform base itself. So 2 in the front, yeah, so 2 in the front, OK, 1 on either side, 1 in the back, and then there's 1 in the hand, and there's, you know, a camera in there so it can see what it's about to manipulate. OK, good, and whether that's opening a door, turning a lever, etc. and who's buying these data center, you know, builders, um, food and beverage manufacturers, auto makers, as well as public safety and defense. What would Spot be doing in a data center, for instance? Spot can go in. And map the facility and see what the transitions are day to day with the actual construction and then once they're built you think about all the computers that are in these facilities they need to be monitored you want to make sure that there aren't people in there that you don't want that there isn't water in there that you don't want this is great for. Doing that type of work and right now we have a robot wrangler off screen who is who is managing Spot's movements. Can Spot operate autonomously? Yes, for these set of demos that are ad hoc we use, you know, someone who's tele-operating the robot, but all of Spot's missions are done autonomously. You set it and. You know, I don't say forget it, you want to check in on it, but um it, it can do all of those rounds and readings autonomously. What do you say to people who are, you know, terrified of this AI doomsday situation? Are there gonna be robots running our streets? You know, knocking us all over, pulling things off shelves in the near future. No, I mean I can ask my robot Wrangler to try to run this into my body and what you're gonna find is that it will not. Um, we have built this idea of situational awareness for safety and obstacle avoidance into the DNA that is the spot. We have a very strong belief at Boston Dynamics that we're not using robots to harm or intimidate humans or animals that. That is an ethos that we stick to, so where everyone's a little bit concerned about it, I wouldn't be with any of our robots. How much does this book cost right now? Base platforms around $100,000. Vibration, acoustic, and thermal imaging, those can run you all the way up to $300,000 with services integration, all those things. But the bigger thing is we focus on two year ROIs for our customers. If they find a failing asset in a. Facility where you don't have to emergency shut down your production plant for example and you can have a planned maintenance cycle it can pay for itself in months. The development of these robots, what does it mean for the human workforce? There's two factions of this. One is there is a declining population in many countries. Robots will address that labor shortage today. What we're finding is these are most successful when they're working alongside, so we think about. Augmenting human labor and not replacing human labor. So how are we giving a human worker more knowledge work to do, less dull, dirty, dangerous, repetitive tasks, or things that are just not good for their body, you know, crawling around dirty underbellies of chip fab is not a place you want humans to be, but there's assets down there that you need to monitor. Amanda Spotts, thank you so much for joining us at Most Powerful Women. Thank you. Thank you for having me. This is wonderful. That's it for Fortune Daily. I'm Ellie Austin. Remember to let us know in the comments what you thought about all the stories we covered on today's episodes and please subscribe to our YouTube channel, it really does help us. We'll see you tomorrow. Yeah, OK, yeah.

People are living longer than ever, but longevity is about more than extending lifespan. It requires understanding the biological, social, and systemic forces that shape health across a lifetime, including the distinct and too often overlooked experiences of women. In this conversation, we'll explore how advances in science, healthcare, and technology are expanding what’s possible, helping move us beyond managing decline, and toward helping women maintain their health, vitality and independence throughout their lives.  We’ll also discuss how leaders can challenge outdated assumptions and close persistent gaps in research and access to build a more complete model of health. 

Wendy Barnes, President and CEO, GoodRX 
Reshema Kemps-Polanco, Chief Commercial Officer, US, Novartis 
Paula Schneider, Chief Executive Officer, Institute Advancing Women’s Health 
Moderator: Ellie Austin, Fortune 

Hosted by Novartis

Rethinking Health, Longevity, and Quality of Life

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BNY’s Chief Commercial Officer, Cathinka Wahlstrom, joins Fortune’s Ruth Umoh to unpack how a centuries old institution is transforming itself for the next era of finance. Drawing on her nearly three decades at Accenture and her time at Alight, she explains how client obsession and following her gut has shaped her career. 

She discusses why today’s leaders have to be comfortable “living in paradox,” how BNY is adopting AI, and how it’s balancing tradition and innovation. 

How the bank founded by Alexander Hamilton is transforming for the future of finance | Next To Lead

Leadership

In just over six decades, Saudi Arabia transformed from a predominantly rural society to a Highly urbanized nation, with 85% of the population now living in cities. This reflects a growing global trend by 2050, more than two thirds of all people worldwide will live in urban areas. As entirely new cities rise and existing ones expand at breathtaking speed, Saudi Arabia is laser focused on training and attracting professionals who can bridge urban design with business strategy to encompass the complexities of building and managing a 21st century urban ecosystem. The Chairman of the Saudi Conventions and Exhibitions General Authority, H.E. Fahd Al Rasheed, discusses how this new urbanist thinking is positioning the nation as a laboratory for innovation one that will not only define the future of cities in Saudi Arabia, but offer a bold blueprint for sustainable urban development that the world can follow.

Saudi Arabia's Urban Century

Your Excellency. Great to see you. Great to see you. I, I have to admit we did not mention Skega, but I have not yet introduced you as urban 2 lead. Can I just, what is Urban 20? And thank you. No, I did not. Well, I know I read your bio, but you've been busy, but, but tell me more about like what, what exactly is that? And Thank you for your support again. No, thank you. It's great to have everybody here. It's uh I know it's a big investment in people's time, so I really appreciate it. Last year I met you in New York City during the Fortune Global Forum there, and now we're here. It's been an amazing journey and you, you planned so much for these, uh, events and then. 2 days it's over, so I don't want to take the presence of any of you for granted. Thank you. But I think, well, yes, thank you. You know, I, I am, I'm, I'm digressing a bit, but we also did the most powerful women summit, and I, I wanna tie it back to the topic that we're talking about because one of the things that really struck me when I spoke to the people there was it was eye opening for them, not the not the amount of development because that's actually something that's gotten a lot of press. I think it was the um the experience of the people they met on the ground, the talent that you would have expected. expected to be more nascent, and let's put it that way. So I feel like that is very much at the heart when we're taking talent and cities together you've got a rich experience and that means talk a little bit about your own thinking as to how you're shaping whether it's urban 20 or some of the other initiatives here around the people who are building the cities. Well, I think the, the experience that I've had with hosting international people in uh in, in Saudi Arabia over the past 20 years has been incredible because when we think about promoting a country or promoting an investment destination, we always think about, well, what can we say? I think more importantly we should talk about what can we show and because cities don't lie. If I say Riad's an amazing city and you come here, your experience from the passport gates all the way to the city and back out. I can't lie about it, so it has to be real. And my experience is when you bring people here, they actually feel it. They can imagine, they can feel the hospitality, hospitality, the optimism, and then meet these incredible women that you showcased at the MPW. These are vice ministers and mysterial level women who have helped shape the country, not for the past 10 years, but actually since the beginning in different ways. You cannot just act like the ladies yesterday in the event, the two opera singers, they didn't learn this in the past 2 years. This has been their livelihood and their lifetime. They we're now just putting them up on stage and celebrating them. And this brings us back to our cities. And I've been working in the city space now for 20 plus years. Um, and our cities deserve a lot more. Can I just ask, what did you glean from those experiences because you've peppered throughout this conference you've mentioned, for example, you know, building cities you've, you've worked, you know, in government, the private set and you've had this opportunity to really sort of go across and develop this skill set. It's different to lead a city, to lead. In the public sector, do public private than it is to be a leader in business. Absolutely. So, um, we invest a lot in our leaders in business, so they, they go to bachelor's degrees, they get MBAs, etc. and they get to, uh, eventually work and lead corporations, but imagine our cities. As a city leader you have to be a politician because you have to convince stakeholders of what needs to happen and what not needs to happen and then you also have to be an executive, so somebody has to clean the streets. So it's a very hands on job of trying to get things done. But finally the level of technical competence required to make decisions. It is unbelievable. You have to be an expert on mobility, sustainability, uh, on energy, on, on building and construction and project management, and on urban economics, and then you have to promote the city. It's a plethora of knowledge and tech and technical capabilities. But we don't train our mayors and city leaders, so you're training mayors. You are training mayors. Well, the Urban 20, which is a civil engagement group under the G20, gets the voice of urban leaders to G20 leaders. Um, we agreed that we need a masters of city administration and that we need to lure lure some of the best talent in the world away from just doing business, the thinking about city urban leadership as a career. And so the MCA now is in talks and we're talking, we've, we've launched it in Johannesburg under the leadership of South Africa. Uh, and, uh, we're working with universities around the world now with 50 mayors plus on doing this, and the response has been amazing. So, uh, we, we think we're gonna need about, um, 200,000 urban leaders in the next 20 years. You know, I want to bring it back to Riyadh for a second because, uh, one thing that strikes me in this world where we're putting up walls, this actually is a place that is going in the opposite direction. It feels very much like a global city pro-globalization in a way what I like about this event and others is the ability to create a village green for people from across the world China, US, etc. Talk about. This as a place for people to develop as leaders as well. How do you want global talent to think about Riyadh? Matthew Bishop is now living here. He just moderated. Yeah, he's a great friend of mine, um. I think Saudi Arabia understands that. You can't build a country on your own. That you need To partner with the world. This has always been the case. Uh, Saudi Aramco was was the California oil company, Standard Oil Company, right? So, so we understood that yes, we have a lot of human resources, we have a lot of resources in the ground and geographically. But how do you do that? How do you build all of this? You have to partner and you have to attract the best talent in the world, not just develop your own. I think over the next 5 years, we need at least 400,000 executives and middle level management in the country. Because we are already non-Saudi, we're already 7% unemployment, so we're hitting that unemployment rate that will, will, will, will drive, um, uh, you know, uh, stability in the in the labor market, and you need all of this knowledge so we cannot do it all on our own. We have to open our doors and bring people in and have and partner with companies and human capital. I'd be remiss not to ask how you found this event, what you've gleaned from it. Well, it's been amazing to host people. I love doing that. I get a lot of energy out of meeting people, meeting peers who would improve our thinking. We are, we have a culture of the Mejlis where we sit and we debate and we talk about everything. Nothing is off, uh, you know, um, nothing that we can discuss and to see people, our peers come from all over the world to have this discussion and get to learn a little bit more, and we of course learned from them has been fantastic. And give us a sense, I know time is ticking down here, but uh, we talk about vision 2030. I'd love to know your vision personally like near term, what are some of your own aspirations for Riyadh, for Saudi Arabia, for the people in this audience, and how they engage with you? Um, I graduated in 1999 from a bachelor's degree. I came here. I had been away from the country for all my life, basically, and I came in with my suitcase and two boxes of books, and Saudi Arabia is the ultimate meritocracy. Uh, I had the chance to build a startup city and then to uh run the capital under the the leadership of the crown prince, run hospitals, build universities. And when we talk about land of opportunity, it's not the land of training, yeah, it's great training ground, and it's not just the land of opportunity for companies and capital. It is a land of opportunity for people and to get that kind of experience, if I was anywhere else, I'll be probably just moving vertically from an analyst to VP to CEO. So here people like me and all of my brothers and sisters, Saudis and our colleagues from around the world get to move across industry, which is fascinating, which means now I'm mid-career. I feel like I'm in my prime and therefore I'm still upgrading my skill sets and I never stopped because I have to, and we learn ultimately from the crown prince. He walks into a meeting talking about a major project, and I'm an urbanist. He can look at the customer experience. He can talk about the IRRs and the investment capital like Goldman Sachs investment banker, and then he has the aesthetic capability to look at buildings and say, Well, where's this architecture from? Why does it look like this? And then we have a great debate. So this is the kind of opportunity that Saudi Arabia now is creating for human capital, the idea of building the future, building it together, and then becoming your best when you do so. I like that we've talked about power. We've talked about so many different resources that we've, it's nice to be able to talk about the power of people and what you've gleaned here and the opportunities for others. Thank you very much. Please join me in thanking His Excellency and look forward to doing more. Thank you so much.

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