Timur Yusufov is a business leader whose career sits at the crossroads of real estate, healthcare, and long-term community design. Born in the former Soviet Union, he moved to the United States in 1992. That early experience shaped how he thinks about stability, systems, and opportunity.
He studied Economics and Finance at the University of Maryland, Baltimore County. Rather than follow a traditional finance path, he entered real estate with a clear focus. He chose to work in overlooked neighbourhoods. Through his company, Unique Homes, LLC, he restored distressed properties in Baltimore. Many of these homes were structurally damaged and long abandoned.
“I wanted to work where the need was real, not where the returns looked easy,” he says.
As his real estate work progressed, Yusufov noticed how housing conditions affected health. Poor layouts, unsafe stairs, and limited access created daily challenges for families and older adults. That insight led him into healthcare.
He now serves as Chief Operating Officer of the adult medical 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 key role in his work. Yusufov uses energy‑efficient systems and durable materials to support long‑term living, not short‑term gains.
Known for his hands‑on leadership style, he remains close to every project. His work reflects a belief that success comes from building systems that support people over time. He continues to explore multi‑generational housing, home‑based care, and integrated community models.
A Conversation with Timur Yusufov on Building Systems That Last
Q: Timur, let’s start at the beginning. How did your career take shape?
I didn’t follow a straight line. I studied Economics and Finance, which taught me how systems work. But I wasn’t interested in abstract models. I wanted to see the results on the ground. Real estate gave me that chance very early.
Q: You chose distressed properties instead of safer projects. Why?
That was intentional. In Baltimore, there were homes that had been empty for years. Some had roofs missing. Some had trees growing inside. Most people saw risk. I saw structure and possibility.
One of my first projects had severe water damage. Everyone said tear it down. We kept the foundation, reinforced it, and rebuilt the home for a family that stayed long‑term. That changed how I thought about value.
Q: When did healthcare enter the picture?
Through the housing work. I noticed patterns. Families were dealing with mobility issues. Older residents struggled with stairs and tight spaces. Poor design was creating health problems before anyone reached a clinic.
That led me to healthcare operations. I joined Vital Care Pharmacy and eventually became COO of the adult medical day care division.
Q: How did your real estate experience help in healthcare?
Design matters. In one centre, we widened hallways and improved lighting. Staff moved more easily. Patients were calmer. Falls decreased. None of that required advanced equipment. It was layout and planning.
“If a space feels chaotic, care becomes harder,” I realised. “If it feels calm, everything works better.”
Q: You often talk about long‑term thinking. What does that mean in practice?
It means building for use, not for show. In housing, that meant insulation, efficient heating, and durable materials. One family saw their monthly energy costs drop from around $300 to under $100. That matters.
In healthcare, it means designing spaces that still work ten years later. Not trends. Not quick fixes.
Q: What challenges did you face blending real estate and healthcare?
Scepticism. People saw them as separate worlds. I had to prove that environment affects outcomes. Over time, results spoke louder than explanations.
Q: How would you describe your leadership style?
Hands‑on and structured. I visit sites. I talk to residents and staff. Reports are useful, but they don’t replace being present.
“You can’t manage from a distance and expect things to work.”
Q: What are you focused on now?
Multi‑generational housing and home‑based care. More families are living together. Housing hasn’t caught up. I’m working on flexible layouts that adapt as families change.
I’m also exploring how smart systems can support ageing at home safely, without turning homes into clinics.
Q: How do you define success today?
Success is when people stay. When homes are still working years later. When care environments reduce stress instead of adding to it. Quiet results matter more than attention.