Chelsea Murray, CHFP

I attribute my success to a deep commitment to service, particularly to vulnerable and under‑resourced populations like seniors and children. My career has centered on helping senior‑service providers navigate complex financial and regulatory systems so they can focus on delivering care. Over time, that work expanded into statewide advocacy, expert support on policy issues, and helping shape reimbursement models that directly impact the future of long‑term care.

The continuity of working with many clients through firm mergers & acquisitions has been a privilege, allowing me to build enduring relationships grounded in trust and shared mission. Being recognized as a Forty Under 40 honoree affirmed the impact of this work, but the true reward is seeing providers, and the people they serve, benefit from clarity, stability, and support.

Public accounting has been the through‑line of my career, offering the structure, access, and influence needed to make meaningful change for the communities I care about.

The best career advice I received came from my accounting professor, Sharon Davidson, who pushed me to broaden my perspective and believe in possibilities beyond what I could see. She modeled what it meant to lead confidently, thoughtfully, and authentically—traits I continue to carry into my leadership, advocacy, and mentorship roles.

My advice to young women entering the public accounting interest is stay open to the unexpected directions this profession can take you. Public accounting is so much more than audits and tax returns - it can become a platform for advocacy, policy influence, community service, and meaningful client partnership. Be curious, articulate your interests, and seek mentors who will champion you. Your career will evolve as you do, and that’s a strength, not a detour.

One of the biggest challenges in healthcare - especially in the senior‑services sector - is the widening gap between the cost of care and the reimbursement systems providers rely on. Medicaid funding continues to lag behind actual operating expenses, and providers are being asked to meet increasingly complex regulatory, financial, and workforce requirements with limited resources. At the same time, audits and compliance pressures are intensifying, particularly in New York State, where regulatory scrutiny and policy shifts can create significant uncertainty for organizations already operating on thin margins.

But within those challenges are meaningful opportunities. Providers are becoming more open to strategic planning, financial modeling, and proactive reimbursement analysis as a way to stabilize their operations. There is also a growing recognition - among legislators, regulators, and industry groups - of the need for long‑term care funding reform. This creates space for advocacy, collaboration, and data‑driven policy work that can meaningfully influence future reimbursement models.

Another major opportunity comes from the increased demand for clarity. Organizations want partners who can translate complex financial and regulatory information into practical strategies. Being able to guide providers through audits, capital and operating rate changes, CON processes, and long‑term financial planning puts our field in a position to help shape sustainable solutions, not just for individual clients, but for the sector as a whole.

Overall, the moment we’re in is challenging, but it’s also one where thoughtful, informed guidance can have a real impact on the stability and future of senior‑services providers.

Compassion, service, and mentorship are the values that anchor both my personal and professional life. I care deeply about supporting vulnerable populations, especially seniors, and ensuring they receive the care they deserve. Likewise, mentorship has become central to my path, whether through Big Brothers Big Sisters or developing future leaders within my team. These values guide how I show up for clients, colleagues, and my community.