Purpose-Built for the Next Era of Senior Living
How Aspenwood’s Disciplined Growth Strategy Attracts Talent, Capital, and Confidence
A Defining Moment for Senior Living Growth
Senior living is entering a pivotal growth cycle. As the first baby boomers turn 80 in 2026, demand for high-quality senior housing continues to accelerate—while new development remains historically constrained.
According to the U.S. Census Bureau, adults aged 80 and older will increase by more than 40% between 2025 and 2035, placing sustained pressure on housing, healthcare, and service providers. At the same time, NIC MAP Vision reports senior housing occupancy rebounding to approximately 88.7% nationally in 2025, with many operators surpassing the 90% mark.
This widening supply-demand gap has elevated one critical question for investors and professionals alike:
Who is prepared to grow well—not just fast?
Aspenwood Recognized Among the Fastest-Growing Operators
In Senior Housing News’ analysis of the fastest-growing senior living operators of 2025, The Aspenwood Company was named alongside Claiborne Senior Living, Silverado, and Stellar Senior Living. Aspenwood also ranked on the Argentum 150 “Fast Track” list, reflecting meaningful expansion paired with operational readiness.
Notably, Aspenwood:
Added approximately 200 units year over year
Moved from 77th to 66th largest operator nationally
Achieved this growth while operating one fewer community, signaling efficiency and scale readiness
This upward movement reinforces a defining characteristic of Aspenwood’s growth model: expansion supported by infrastructure, leadership, and culture.
A Growth Philosophy Rooted in Readiness
Aspenwood President Heather Tussing has consistently emphasized disciplined growth—ensuring the organization never expands faster than its people and systems can support.
As she shared with Senior Housing News:
“My goal is never for us to grow at a rate where we can’t be successful. I want to ensure that we have the right talent in place in order to support that growth.”
That mindset has shaped years of internal investment across:
Leadership development and succession planning
Recruiting and training infrastructure
Operational refinement and role clarity
Culture-building initiatives that scale with growth
Rather than reacting to market pressure, Aspenwood built its foundation before demand peaked.
Leadership Development as a Growth Engine
One of the clearest signals of Aspenwood’s preparedness is its commitment to promoting from within.
In 2025, Aspenwood expanded its executive sales leadership by promoting Joshua Bentley and Samantha Rincon to Vice President roles—a move covered by McKnight’s Senior Living.
By intentionally splitting sales leadership into two regional co-leaders, Aspenwood:
Deepened market-specific expertise
Increased leadership capacity without dilution
Strengthened support for on-site teams
Reduced risk during portfolio expansion
Research from LinkedIn Workplace Learning shows organizations with strong internal mobility retain employees nearly twice as long as those without it. Aspenwood’s approach reflects this data in practice—creating career pathways that benefit associates, residents, and investors alike.
Scaling Communities Without Sacrificing Performance
In 2025 alone, Aspenwood added seven communities to its portfolio—growth that can strain operations if not properly supported. Yet occupancy remained strong, and community performance continued to reflect Aspenwood’s standards.
This consistency is supported by:
A regional clustering strategy, particularly in the U.S. Southeast
Leadership proximity that allows hands-on support when needed
Operational systems designed to scale without fragmentation
NIC research consistently shows operators with regional density outperform peers in operational efficiency, workforce stability, and resident satisfaction—an advantage Aspenwood has intentionally built into its expansion strategy.
Disciplined Development and Strategic Acquisitions
Aspenwood continues to balance mid-luxury acquisitions with selective luxury development, ensuring each addition aligns with its operating model and brand promise.
The opening of Crestmoor at Green Hills in Nashville exemplifies this approach. Urban infill developments require:
Significant capital investment
Market precision and demographic alignment
Long timelines and operational sophistication
By remaining selective and patient, Aspenwood demonstrates stewardship that resonates with long-term investors seeking stability alongside growth.
Innovation That Supports People, Not Replaces Them
Aspenwood’s forward-looking strategy includes investments in technology and partnerships designed to enhance—not replace—the human experience of senior living.
Recent initiatives include partnerships with:
Amba Health & Care for proactive health monitoring
Inspiren for clinical intelligence and care insights
The Juilliard Extension to elevate cultural and life enrichment programming
According to McKinsey, healthcare organizations that implement technology with clear purpose experience lower burnout and stronger performance outcomes. Aspenwood’s innovation strategy aligns with this research—grounded in improving quality of life, team sustainability, and long-term value.
Why This Matters for Investors and Talent
For investors, Aspenwood represents a growth platform defined by:
Leadership continuity
Operational discipline
Workforce stability
Brand integrity across markets
For professionals, Aspenwood offers something increasingly rare in senior living:
Clear advancement pathways
Leadership development from within
Exposure to both operations and development
A culture anchored in the mission to Live Life Well®
Growing Smarter in a High-Demand Era
As senior living enters its next chapter, the operators that will lead are those that prepared early, invested deeply, and scaled intentionally.
Aspenwood’s recognition by Senior Housing News reflects more than growth metrics—it highlights a company built for what comes next. By aligning people, performance, and purpose, Aspenwood continues to demonstrate that sustainable growth is not accidental—it is designed.
Written by – Christina O’Leary