Timur Yusufov on building systems that support people

Timur Yusufov is a business leader whose work is at the intersection of real estate, healthcare, and long-term community development. Born in the former Soviet Union, he immigrated to the United States in 1992. Those early experiences shaped the way he thought about stability, planning, and opportunity.

He studied Economics and Finance at the University of Maryland, Baltimore County. Rather than follow a traditional financial path, he entered with a real estate focus. He chose to work in neglected areas. Through his company, Unique Homes, LLC, he has restored distressed buildings in Baltimore. Many of these houses were destroyed and abandoned for a long time.

He says: “I wanted to work where there is a real need, not where giving back looks easy.”

As his real estate career progressed, Yusufov realized how housing conditions affect health. Bad buildings, unsafe stairs, and limited access created daily challenges for families and seniors. That understanding led him to health care.

He now works as the Chief Operating Officer in the geriatric health care unit at Vital Care Pharmacy. There, he applies real estate thinking to caring spaces, focusing on accessibility, comfort and flow.

Sustainability plays a big role in his work. Yusufov uses energy-efficient systems and durable materials to support long-term survival, not short-term benefits.

Known for his leadership style, he is always close to all projects. His work reflects the belief that success comes from building systems that support people over time. She continues to explore multigenerational housing, home care, and integrated community models.

Interview with Timur Yusufov about sustainable building systems

Q: Timur, let’s start at the beginning. How did you start your career?

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 opportunity early on.

Q: You chose distressed buildings instead of safe projects. Why?

That was intentional. In Baltimore, there were homes that had been vacant for years. Some had no roof. Some had trees growing inside. Many people see the danger. I saw the structure and the possibility.

One of my first projects had a lot of water damage. Everyone said they were torn. We maintained the foundation, strengthened it, and rebuilt the home of the long-lived family. That changed the way I thought about value.

Q: When did health care enter the picture?

For housing work. I noticed patterns. Families were facing travel problems. Older residents struggled with stairs and tight spaces. Poor design was causing health problems before anyone got to the clinic.

That led me to medical surgery. I joined Vital Care Pharmacy and eventually became the COO of the senior healthcare division.

Q: How has your real estate experience helped you in health care?

Design is important. In one facility, we widened hallways and improved lighting. The staff moved easily. The patients were calm. The fall has subsided. None of this required advanced equipment. It was structure and planning.

“When a space feels chaotic, maintenance becomes difficult,” I observed. “When 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 homes, that meant insulation, efficient heating, and durable materials. One family saw their monthly energy costs drop from nearly $300 to less than $100. That is important.

In healthcare, it means designing environments that still work ten years later. Not trends. Not a quick fix.

Q: What challenges have you faced in integrating housing and health?

Doubt. People saw them as different worlds. I had to make sure that the environment affected the results. Over time, the results spoke louder than the explanations.

Question: How would you describe your leadership style?

It is handmade and crafted. I visit sites. I talk to residents and workers. Reports are helpful, but they are no substitute for attendance.

“You can’t manage from afar and expect things to work.”

Q: Now what is your focus?

Multigenerational housing and home care. Many families live together. Housing has not yet arrived. I work for flexible structures that adapt as families change.

I also explore how smart systems can support aging safely at home, without turning homes into clinics.

Question: How do you define success today?

Success is where people live. Where homes still work years later. Where care facilities reduce stress instead of adding to it. Quiet effects are more important than attention.