Building Forward When the Industry Pauses: Next Era of Senior Living Growth
How The Aspenwood Company Is Preparing
In 2025, the senior living industry finds itself at a critical inflection point. New construction has slowed to historic lows, capital markets remain cautious, and equity partners are taking a wait-and-see approach—all while a massive demographic wave is approaching. According to the National Investment Center for Seniors Housing and Care (NIC), only 809 senior housing units opened in Q2 2025, the lowest level recorded in more than two decades. At the same time, the first baby boomers will turn 80 in 2026, accelerating demand for high-quality senior living options.
As outlined in a recent Senior Housing News article, “As development remains at a relative standstill in 2025, some senior living companies are pushing their growth plans out to 2027” (read the full article here), this widening gap between supply and demand could total $275 billion by 2030 if the industry fails to adapt.
While many operators are pausing, delaying, or reassessing growth plans, The Aspenwood Company is taking a different approach—one rooted in preparation, discipline, and long-term thinking. Rather than waiting for ideal conditions, Aspenwood is building readiness now, strengthening its platform, and redefining what sustainable growth looks like in a changing senior living landscape.
The Challenge Facing Senior Living Today
The development slowdown is not the result of a lack of demand. Instead, it reflects a convergence of challenges:
Limited access to equity capital
Higher interest rates and cautious lenders
Elevated construction costs
Increased competition from aging-in-place solutions, home health providers, and technology-enabled services
As Laurie Schultz of Avenue Development shared in the Senior Housing News webinar referenced in the article, senior living is competing not just with itself—but with industries helping older adults remain at home longer. This reality has forced operators to rethink how they tell their story to investors, residents, and future partners.
At the heart of this challenge lies a central question: Why invest in senior living today versus other asset classes like multifamily or data centers?
For Aspenwood, the answer begins with performance, discipline, and proof.
Changing the Equity Conversation: Showing, Not Just Telling
According to the article, Aspenwood President Heather Tussing emphasized that attracting capital in today’s environment requires more than vision—it requires verifiable results.
“Anybody can say anything… it’s having the financials to back it up and to show that you’re doing what you’re saying you’re going to do,” Tussing said during the webinar.
This philosophy defines Aspenwood’s approach. While the company continues to explore innovative models and partnerships, it also recognizes the importance of meeting capital partners where they are—demonstrating stability, operational strength, and consistency over time.
By benchmarking performance, sharing transparent data, and engaging in two-way learning with partners, Aspenwood strengthens its credibility while continuing to evolve.
Growing Smart When Others Are Waiting
Despite the broader slowdown, Aspenwood successfully opened The Crestmoor at Green Hills in Nashville, Tennessee, in June 2025—a testament to long-term planning, market discipline, and execution.
Opening a new community in today’s environment is no small feat. As Tussing noted in the article, it required “blood, sweat, and tears”—but also the strength of Aspenwood’s internal development and onsite teams. Long before opening day, prospective residents were already forming relationships with sales directors and team members, reflecting Aspenwood’s belief that community begins well before move-in.
This success underscores a key differentiator: Aspenwood does not chase growth for growth’s sake. Instead, the company invests deeply in:
Market selection and location analysis
Product-market fit
Team readiness and leadership stability
Pre-opening engagement and storytelling
This disciplined approach ensures that when Aspenwood builds, it builds with intention—and with longevity in mind.
Preparing for a New Generation of Expectations
The next generation entering senior living communities brings new expectations around lifestyle, wellness, technology, and enrichment. As Schultz noted in the article, operators no longer need to be “everything to everyone,” but rather excellent in the areas that matter most to today’s older adults.
Aspenwood is actively responding by expanding programming, partnerships, and innovation that elevate quality of life. One example highlighted in the article is Aspenwood’s partnership with an extension of Juilliard, bringing elevated cultural and life enrichment experiences to residents.
“My goal is always for our residents or members to have a larger life with this than they had before they came to us,” Tussing shared.
This mindset reflects Aspenwood’s broader philosophy: senior living should expand possibility, not limit it.
Competing in a World Where Aging-in-Place Is the Alternative
The rise of aging-in-place solutions—from home health services to food delivery and remote monitoring—has changed the competitive landscape. Aspenwood recognizes that senior living must clearly articulate its value beyond care alone.
That value includes:
Connection and community
Purposeful living
Hospitality and enrichment
Safety paired with independence
A trusted team present every day
By investing in technology, partnerships, and experiential programming, Aspenwood ensures its communities remain relevant, desirable, and differentiated—meeting residents where they are today while anticipating where they will be tomorrow.
Readiness Is the New Growth Strategy
While some operators are pushing expansion plans to 2027, Aspenwood is using this period to strengthen its foundation:
Developing internal leadership pipelines
Enhancing operational systems
Investing in technology and enrichment
Refining its brand and storytelling
Maintaining financial discipline and transparency
This preparation positions Aspenwood to move confidently when conditions shift—without compromising culture, quality, or outcomes.
Looking Ahead
As the senior living industry navigates uncertainty, one truth remains clear: demand is coming. The question is not whether senior living will grow—but which organizations will be ready to grow well.
Aspenwood’s approach offers a blueprint for the future: measured expansion, people-first leadership, and a commitment to delivering environments where residents don’t simply age—but thrive.
In an era defined by pause and pressure, Aspenwood is choosing preparation—and building forward, even when the industry stands still.
Source referenced: Senior Housing News, “As development remains at a relative standstill in 2025, some senior living companies are pushing their growth plans out to 2027.”https://seniorhousingnews.com
Written by - Christina O’Leary