Built From a Lifetime Around Long-Term Care

My name is Marthen Lumingkewas, and Marthen-Huddle was created from a lifetime of exposure to long-term care, caregiving, and healthcare operations.

Long before I became a licensed nursing home administrator and healthcare operations leader, I was a child walking the hallways of nursing homes because both of my parents worked as caregivers and CNAs. Caring for residents was not something I first learned from a textbook, a regulation, or a leadership seminar. It was something I witnessed up close through my parents' work, sacrifice, compassion, and daily service.

As a young child, I was often brought into the nursing home environment where my parents worked. That early exposure gave me the opportunity to see residents not as room numbers, diagnoses, or tasks on a checklist, but as people with stories, dignity, routines, and needs. I also had the opportunity to volunteer and serve residents at a very young age, which shaped how I viewed elder care long before it became my profession.

Those early experiences stayed with me.

Long-term care is not just an industry. It is a calling. It is emotional, operational, regulatory, relational, and deeply human.

Over the last two decades, I have continued that journey as a healthcare and nursing home administrator, working in senior living, skilled nursing, assisted living, memory care, and healthcare operations. I have served in leadership roles where the responsibility was not only to manage buildings, but to support residents, families, caregivers, nurses, department heads, and leadership teams through the daily complexity of long-term care.

That experience is what led me to create Marthen-Huddle.

I created Marthen-Huddle because I have lived the daily reality of long-term care operations.

I have stood in morning meetings where the team was trying to solve staffing issues, resident concerns, family complaints, survey readiness items, clinical risks, admissions, discharges, labor pressures, QAPI follow-up, and department updates — all at the same time.

I have seen how much responsibility is placed on administrators, executive directors, directors of nursing, department heads, regional leaders, and frontline teams. And I have also seen how often those responsibilities are managed with tools that were never designed for the complexity of the work.

For years, I saw the same problem repeat itself: important issues were discussed, but not always assigned. Action items were written down, but not always tracked. Follow-up depended too much on memory. Notes were misplaced. Paperwork could not be found. The same unresolved issues came back day after day because there was no simple system to close the loop.

I knew there had to be a better way. Marthen-Huddle was created to give long-term care teams that better way.

The purpose of Marthen-Huddle comes directly from the pain points I have seen throughout my career in long-term care operations.

I have seen teams struggle with disorganized paperwork, unclear follow-up, dysfunctional meetings, and scattered communication. These issues may seem small on the surface, but in long-term care, they can affect resident experience, staff morale, survey readiness, compliance, leadership trust, and operational performance.

These are the problems that Marthen-Huddle was built to solve.

Long-term care teams do not need another meeting. They need a better way to make meetings matter.

The daily huddle should be the operational heartbeat of the building. It should help leaders identify risk, clarify priorities, assign ownership, document decisions, and follow through on what matters most.

But when huddles are rushed, inconsistent, paper-heavy, or poorly documented, they can become just another meeting on the calendar. Marthen-Huddle was designed to change that.

It helps leadership teams move from scattered conversations to structured accountability. It gives teams one place to organize priorities, capture key updates, assign owners, track due dates, monitor follow-up, and maintain a clear history of what was discussed and what still needs attention.

Marthen-Huddle was not created from theory. It was created from real-world experience inside long-term care communities.

It comes from years of reviewing census, discussing staffing, preparing for surveys, responding to family concerns, managing labor pressure, supporting department heads, following up on resident issues, and helping teams stay aligned through the daily pressures of healthcare operations.

I know the pressure long-term care leaders face because I have been there. I know the feeling of leaving a huddle with ten urgent issues and no easy way to make sure every item gets completed. I know how frustrating it is when a survey readiness item was discussed but cannot be found later. I know how hard it is for administrators and directors of nursing to keep every department aligned when information is spread across paper, email, text messages, and memory.

Most teams are not failing because they do not care. They are struggling because the system around them is fragmented.

Marthen-Huddle was created to bring structure to that fragmentation.

Marthen-Huddle was built for the leaders who carry the daily responsibility of long-term care operations, including:

Whether a community operates with one building or multiple locations, the need is the same: leaders need a clear way to organize the day, assign follow-up, and make sure important issues do not fall through the cracks.

Marthen-Huddle helps long-term care teams create a stronger daily operating rhythm by supporting:

The goal is not to make leadership more complicated. The goal is to make follow-through easier.

My connection to long-term care started with my parents. They spent their lives caring for others as caregivers and CNAs. Watching them serve residents shaped my understanding of what care really means. It taught me that behind every operational decision is a resident, a family, a caregiver, and a team trying to do the right thing.

Later, as my own career grew in healthcare and nursing home administration, I began to see both sides of the work: the human side and the operational side.

The human side is about dignity, compassion, trust, and service. The operational side is about systems, accountability, communication, documentation, staffing, compliance, and follow-through. Long-term care needs both.

Marthen-Huddle was created at the intersection of those two realities. It is a software tool, but its purpose is deeply human: to help leadership teams stay organized so they can better serve residents, families, and staff.

The mission of Marthen-Huddle is to help long-term care teams replace disorganized paperwork and dysfunctional meetings with a simple, structured system for daily accountability.

We believe better huddles lead to better communication. Better communication leads to stronger follow-through. Stronger follow-through leads to better resident care, better leadership alignment, better survey readiness, and a better experience for families and staff.

Marthen-Huddle exists to support the people who support others every day.

Marthen-Huddle was built with one simple promise: to help long-term care leaders make every huddle count.

Not by adding more paperwork. Not by creating more meetings. Not by making the day more complicated. But by giving teams a better way to organize priorities, assign ownership, track follow-up, and lead with clarity.

Because in long-term care, what gets discussed should not get lost. It should get done.