Timur Yusufov is a business leader whose career lies at the intersection of real estate, healthcare and long-term community design. He was born in the former Soviet Union and moved to the United States in 1992. These early experiences shaped his attitude towards stability, systems and opportunities.
He studied economics and finance at the University of Maryland, Baltimore County. Instead of following a traditional financial path, he entered the real estate industry with a clear focus. He chose to work in neglected neighborhoods. Through his company Unique Homes, LLC, he restored distressed properties in Baltimore. Many of these houses suffered structural damage and were abandoned for a long time.
“I wanted to work where the need really was, not where the returns just looked,” he says.
As his real estate work progressed, Yusufov noticed how housing conditions affected health. Poor floor plans, unsafe stairs and limited access presented daily challenges for families and older adults. This insight led him into healthcare.
Today, he is the chief operating officer of the adult day care division at Vital Care Pharmacy. There he applies real estate thinking to care environments, focusing on accessibility, comfort and flow.
Sustainability plays a central role in his work. Yusufov uses energy-efficient systems and durable materials to support long-term living, not for short-term profits.
He is known for his hands-on leadership style and stays close to every project. His work reflects the belief that success comes from building systems that support people over the long term. He continues to research multigenerational housing, home care, and integrated community models.
A conversation with Timur Yusufov about long-lasting building systems
Q: Timur, let’s start at the beginning. How has your career developed?
I didn’t follow a straight line. I studied economics and finance and learned how systems work. But I wasn’t interested in abstract models. I wanted to see the results on site. Real estate gave me this opportunity very early on.
Q: You chose distressed properties over safer projects. Why?
That was intentional. There were houses in Baltimore that had been empty for years. Some were missing roofs. Trees grew in some of them. Most people saw risks. I saw structure and possibilities.
One of my first projects had severe water damage. Everyone said tear it down. We kept the foundation, reinforced it, and rebuilt the house for a family that would stay there long-term. This changed the way I think about value.
Q: When did healthcare come into play?
Through housing construction work. I noticed patterns. Families struggled with mobility issues. Older residents struggled with stairs and limited space. Poor design led to health problems before anyone reached a clinic.
That led me to healthcare. I joined Vital Care Pharmacy and eventually became COO of the adult day care division.
Q: How has your real estate experience helped in healthcare?
Design is important. In one center we widened the hallways and improved the lighting. The staff could move more easily. The patients were calmer. Falls decreased. None of this required advanced equipment. It was about layout and planning.
“If a room appears chaotic, it becomes more difficult to maintain,” I realized. “When it feels calm, everything works better.”
Q: You often talk about long-term thinking. What does this mean in practice?
It means building for use, not for display. In residential construction, this meant insulation, efficient heating and long-lasting materials. For one family, monthly energy costs fell from around $300 to under $100. This is important.
In healthcare, it means designing spaces that still work ten years later. No trends. No quick fixes.
Q: What challenges did you face combining real estate and healthcare?
Skepticism. People viewed them as separate worlds. I had to prove that the environment affects the results. Over time, the results spoke louder than the explanations.
Q: How would you describe your leadership style?
Practical and structured. I visit websites. I talk to residents and staff. Reports are useful, but they do not replace attendance.
“You can’t manage from a distance and expect things to work.”
Q: What are you focusing on now?
Intergenerational living and home care. More and more families are living together. Housing construction has not caught up. I work on flexible layouts that adapt to changing families.
I am also studying how smart systems can safely support aging at home without turning homes into clinics.
Q: How do you define success today?
Success is when people stay. When houses still function years later. When care environments reduce stress rather than increasing it. Calm results matter more than attention.
