Darin Young – Royal Oaks

In the heart of the Arizona desert, where the sun’s heat meets the calm of the mountains, Darin Young oversees the daily operations of Royal Oaks. Young’s role goes far beyond managing buildings and maintenance. He ensures that each resident feels safe, cared for and at home. With over a decade of experience in senior living communities.

Young has developed a unique approach to facility management that blends technical expertise with genuine compassion for the people who call Royal Oaks their sanctuary. From the gardens where residents enjoy quiet afternoons to the state-of-the-art healthcare suites, Young’s careful attention to detail is woven into every corner of the community. But today, as the sun rises over the red rock landscape, he faces new challenges that could redefine his legacy at Royal Oaks.

Young says he is a man who thrives on challenges and constantly seeks innovative and creative solutions. The weather often dictates his daily routine because HVAC systems are crucial for someone managing aging and state-of-the-art buildings.

“This job isn’t about just monitoring our air conditioning but managing two very different worlds on the same campus,” Young tells Blueprint during an interview in early September.

On one side, there’s the 40-year-old facility, equipped with basic, run-of-the-mill HVAC equipment—systems that, despite their age, are relatively easy to operate and maintain. On the other side, there’s the brand-new section of Royal Oaks, a modern facility boasting the latest in HVAC technology. However, as Young has realized, this cutting-edge equipment, despite its sophistication, doesn’t always mesh well with Arizona’s high temperatures.

“We’ve had plenty of challenges keeping the HVAC equipment running, and we’re working with the manufacturer to ensure its continued operation,” Young says.

All the comforts of home

One of the more exciting projects Young has been involved with is the upgrade of Royal Oaks’ dining venues, which include a café, fine dining restaurant and a bar and grill. While the projects were already underway when Young joined the organization, he became increasingly involved as they progressed. Working with professional design teams that specialize in senior living, Young learned to balance the desires of the residents with practical limitations.

“You really can’t do everything the residents want in these venues, so you try and do the best you can to make the most people happy,” he says.

The result has been a transformation of the dining experience at Royal Oaks. From the coffee bar, Thrive, which serves as a mini-Starbucks, to the café with grab-and-go options, Young has overseen the installation of kiosks where residents can order food, charge it to their dining account or pay with a credit card. He says he’s impressed by how tech-savvy a lot of the residents are—most of them have iPads, computers and smartphones.

Young says the typical refresh cycle for dining venues is about 10 years. Over the next decade, there will be changes to equipment, upgraded finishes and other cosmetic and tech alterations to keep the venues fresh and modern. Resident feedback has been positive, and Young says he appreciates the town halls and getting to hear from residents about what they like and what things Royal Oaks could do better.

“You have to have thick skin, but it is important to take any negative feedback and turn it into something positive,” he says.

Facing challenges

Young joined Royal Oaks in 2020, just in time for the groundbreaking of Inspirata Pointe, a new expansion. Although he had yet to input on the initial design, equipment selection or procurement, he understood the challenges ahead of him and accepted the role with a clear mindset. Don’t sweat the small stuff is a guiding principle Young says has suited him well throughout his career.

Young’s approach is pragmatic. When things don’t go as planned, Young doesn’t point fingers or dwell on past decisions. It is his job to take care of whatever problem comes his way, fix it and keep things running. This mindset has been crucial in his partnership with vendors and general contractors and the navigate situations and processes. Whether it’s dealing with faulty equipment or managing subcontractors, Young knows that the focus must always be on the residents.

“You can’t go backward and try and find someone else to blame. You have to make sure residents are cared for,” he explains.

The Inspirata Pointe construction process presented several challenges, particularly amid the global COVID-19 pandemic. Supply chains were disrupted, making it difficult to procure materials, and there was significant worker turnover. Getting quality workers to continue to show up at the job site was a challenge. The turnover in specific trades meant Young often started over with new teams. The loss of experienced workers created knowledge gaps, but things have improved over time.

Learning how to lead

Beyond the immediate challenges of running a facility, Young is deeply invested in developing the next generation of workers. He notes that the trades are facing a generational crisis, with many experienced tradespeople retiring and fewer young people entering the field.

“There are a lot of young people who think the trades are beneath them or too hard,” Young says.

At Royal Oaks, Young has found opportunities to build a team with a younger workforce, and he has hired people from the outside while watching others grow within the organization. The team has a great mindset, and Young enjoys the time he spends mentoring them and developing their growth.

Despite his 20 years of facilities management experience in hospitals and general healthcare settings, Young recognizes that Royal Oaks is a unique environment as a senior living community. The residents aren’t patients—they are long-term community members with a deep sense of ownership. Even though their feedback can sometimes be scathing, Young takes it all in stride.

“That one time you get a compliment washes it all away,” he says.

Growing up, Young always enjoyed working with his hands, running small businesses before he could even drive. After moving from Washington State to Arizona, he pursued refrigeration school and earned a journeyman plumbing license. He spent a decade working in various trades before deciding he wanted a more stable work environment, which led him to a hospital job.

“I’ve grown into a leader by watching and learning from the people who managed me,” Young says. “Management is all about how you treat people. I share that with people everywhere I go.”