Culture as Strategy: People-First Growth Model For Sustainable Success in Senior Living
How The Aspenwood Company’s People-First Growth Model Drives Sustainable Success in Senior Living
Introduction: Growth That Starts From Within
In senior living, growth is often measured in communities opened, units filled, or markets entered. But the most enduring growth—the kind that sustains quality, culture, and outcomes over time—begins somewhere less visible and far more powerful: within the people who lead, serve, and show up every day.
At The Aspenwood Company, growth has never been about expansion for expansion’s sake. It has been about building something meaningful, resilient, and human-centered—an organization where associates are developed, recognized, and empowered to grow alongside the company itself. In 2025, that philosophy came fully into focus as Aspenwood marked a landmark year of internal promotions, leadership advancement, and cultural recognition across its senior living portfolio.
Recognized by Argentum as the 66th largest senior living provider in the nation and the 13th largest provider led by a woman, and named among the Top 25 Best Workplaces in Aging Services by Fortune, Aspenwood’s momentum reflects more than market conditions. It reflects a deliberate, values-driven investment in people as the primary engine of performance, sustainability, and long-term success.
This year’s milestones—107 year-to-date internal promotions, expanding leadership capacity, and continued workplace recognition—tell a broader story about how culture, when treated as strategy, delivers measurable outcomes for residents, families, associates, and investors alike.
The Industry Context: A Defining Moment for Senior Living
The senior living industry is entering a pivotal era. Demand is rising steadily as the oldest baby boomers approach their 80s in 2026, while new construction remains at historic lows. According to industry data from NIC MAP and Argentum, occupancy rates have been climbing year over year, yet workforce shortages continue to challenge operators nationwide.
At the same time, expectations from residents and families are evolving. Today’s consumers are seeking more than care—they want hospitality, connection, transparency, and trust. These expectations place unprecedented importance on leadership stability, employee engagement, and organizational culture.
In this environment, companies that fail to invest in their people risk burnout, turnover, and inconsistency. Those that succeed—those that grow well—do so by aligning culture, leadership development, and operational excellence.
Aspenwood’s approach offers a case study in what happens when internal growth is treated not as a perk, but as a core business imperative.
Why Culture Matters: The Data Behind People-First Performance
Decades of research confirm what many leaders intuitively know: strong workplace culture drives better business outcomes.
Companies with highly engaged employees outperform their peers by 21% in profitability, according to Gallup.
Organizations that prioritize internal mobility retain employees nearly twice as long as those that do not (LinkedIn Workplace Learning Report).
High-trust cultures experience 50% lower turnover, 74% less stress, and 76% more engagement (Harvard Business Review).
In healthcare and senior living specifically, studies show that employee satisfaction is directly correlated with improved resident outcomes, family satisfaction scores, and regulatory performance.
For Aspenwood, these statistics are not abstract. They are reflected in day-to-day operations: stable leadership teams, consistent care standards, and communities where associates build long-term careers rather than short-term jobs.
Developing Leaders From Within: A Deliberate Strategy
One of the clearest indicators of Aspenwood’s culture is its commitment to internal advancement. In 2025 alone, the company celebrated 107 year-to-date promotions across operations, clinical care, sales, community leadership, human resources, engagement, and administrative services.
This level of internal mobility does not happen by chance. It is the result of intentional systems, coaching, and belief—belief that talent already exists within the organization, and that investing in it strengthens the entire enterprise.
Central to this effort is The Aspenwood Institute for Learning, delivered through the Relias Platform. This comprehensive learning ecosystem supports:
Compliance and regulatory readiness
Clinical competency development
Leadership training and management skills
Personalized learning paths aligned with career goals
By embedding learning into the fabric of the organization, Aspenwood ensures that growth is not reactive, but proactive—preparing associates for the next role before the role even exists.
Celebrating Advancement: Promotions That Reflect Trust and Readiness
The promotions recognized this year span every level of the organization, underscoring the depth and strength of Aspenwood’s internal talent pipeline.
Executive & Corporate Leadership
Joshua Bentley, MBA – Vice President of Sales, Mid-Luxury Market
A strategic leader with deep multi-site expertise, Joshua continues to fuel Aspenwood’s growth in the mid-luxury senior living segment, aligning performance with purpose.
Samantha Rincon – Vice President of Sales
A respected leader in senior living sales, Samantha drives innovation, mentorship, and family-centered guidance across Aspenwood communities.
Kimberly Varley – Senior Vice President of Human Resources
In her second promotion at Aspenwood, Kimberly strengthens recruitment, retention, and organizational development. Her leadership has been instrumental in Aspenwood being recognized as a Great Place to Work for seven consecutive years.
Debbie Jenkins-Melancon – Senior Director of Clinical Operations
With more than 14 years of senior living experience, Debbie brings compassion, expertise, and clinical precision to portfolio-wide care standards.
Community Leadership & Operations
Monique Uzee – Senior Executive Director, Village of the Heights
Monique’s leadership has consistently elevated resident satisfaction, team engagement, and operational excellence.
Fabrice Kapwasa – Assistant Executive Director, Village on the Park Plano
Fabrice’s service-driven approach and operational insight position him for continued leadership growth within the organization.
Sales & Marketing Leadership
Leigh Ann McCasland, BSN, RN, CPN – Senior Director of Sales & Marketing
By combining clinical knowledge with strategic communication, Leigh Ann enhances family decision-making and marketing alignment.
Johnee Andre Freeland – Director of Sales & Marketing
Known for creativity and community engagement, Johnee embodies Aspenwood’s relationship-centered approach to sales.
Jimmy Boggs – Senior Director of Sales & Marketing
Jimmy’s leadership strengthens relationships, occupancy performance, and team development.
Julian Criss – Senior Director of Sales & Marketing
Julian’s consistent, strategic leadership supports families while driving strong community outcomes.
Clinical & Resident Care
Tamiqua “Meka” Mozee – DRC Specialist
Meka is recognized for her compassion, clinical expertise, and unwavering advocacy for residents, families, and care teams.
Administrative & Community Support
Miranda Lopez – Director of Administrative Services, Village on the Park Onion Creek
Miranda’s organizational leadership strengthens operational continuity and associate support.
Francia Perez – Office and Payroll Manager
Francia’s advancement reflects Aspenwood’s belief that professional growth should be accessible, encouraged, and celebrated at every level.
Each promotion represents more than a title change—it represents trust, readiness, and a shared commitment to excellence.
Recognition as a Workplace of Choice
Aspenwood’s internal culture has not gone unnoticed. Being named a Top 25 Best Workplaces in Aging Services by Fortune and maintaining Great Place to Work recognition for seven consecutive years affirms what associates experience daily: a workplace where people are valued, supported, and heard.
Research from Great Place to Work shows that employees at certified organizations are 93% more likely to look forward to coming to work and twice as likely to feel paid fairly. These perceptions translate directly into engagement, retention, and discretionary effort—critical factors in senior living environments.
The Link Between Culture and Resident Outcomes
In senior living, culture is not just an internal matter—it directly affects residents and families.
Communities with stable leadership experience higher resident satisfaction and stronger family trust.
Engaged care teams deliver more consistent, person-centered care.
Lower turnover reduces disruption and preserves relationships that matter deeply to residents.
Aspenwood’s emphasis on internal development ensures that residents are supported by teams who know them, understand the community, and are deeply invested in its success.
Growth With Readiness: Preparing for What’s Next
As the demographic wave accelerates, Aspenwood’s growth strategy remains measured, confident, and people-focused. The company’s preparedness includes:
Strengthened leadership benches across departments
Key roles filled in sales, clinical, operations, and HR
Continued investment in training, compliance, and development
Enhanced brand presence, digital strategy, and storytelling
Ongoing recognition as an employer of choice
This alignment allows Aspenwood to scale without sacrificing quality—ensuring that growth enhances, rather than dilutes, the resident experience.
Sustainability Through People
Sustainable growth in senior living is not built on buildings alone. It is built on leaders who stay, teams who grow, and cultures that evolve without losing their core.
“Our success is built on our people,” said Kimberly Varley, Senior Vice President of Human Resources. “By developing leaders from within, we reinforce our shared commitment to service, compassion, and excellence—the foundation of what we provide to residents and families every day.”
This philosophy positions Aspenwood not just for the next year, but for the next generation of senior living.
A Model for the Future of Senior Living
In an industry facing rapid change, workforce challenges, and rising expectations, The Aspenwood Company offers a clear message: culture is not a soft metric—it is a strategic advantage.
By investing in internal growth, celebrating achievement, and aligning leadership development with operational excellence, Aspenwood has created a resilient organization prepared to meet the future with confidence.
As 2026 approaches and demand continues to rise, Aspenwood’s people-first model stands as proof that when associates thrive, communities flourish—and when culture leads, growth follows.
References & Further Reading
The following industry research and thought leadership sources support the data and perspectives referenced throughout this article:
Gallup – State of the Global Workplace
Employee engagement is linked to higher profitability, productivity, and lower turnover.
https://www.gallup.com/workplace/349484/state-of-the-global-workplace.aspxHarvard Business Review – The Neuroscience of Trust
High-trust cultures experience lower stress, higher engagement, and greater productivity.
https://hbr.org/2017/01/the-neuroscience-of-trustLinkedIn Workplace Learning Report
Organizations with strong internal mobility retain employees nearly twice as long.
https://learning.linkedin.com/resources/workplace-learning-reportGreat Place to Work – Culture and Business Performance
Certified workplaces show higher engagement, retention, and employee satisfaction.
https://www.greatplacetowork.com/resourcesFortune – Best Workplaces in Aging Services
Recognition highlighting organizations leading with trust, purpose, and people-first cultures.
https://fortune.com/ranking/best-workplaces-aging-services/Argentum – Senior Living Industry Data & Rankings
Industry benchmarks, provider rankings, and workforce insights.
https://www.argentum.org/NIC MAP Vision – Senior Housing Supply & Demand Trends
Data on occupancy growth, construction trends, and demographic shifts.
https://www.nic.org/nic-map-vision/U.S. Census Bureau – Aging Population Projections
Demographic data on the aging Baby Boomer population.
https://www.census.gov/topics/population/older-aging.html
These sources reinforce the central thesis of this article: organizations that intentionally invest in culture, leadership development, and internal advancement are better positioned for sustainable growth, stronger workforce outcomes, and higher-quality resident experiences.