For many registered investment advisors, succession planning and M&A are often viewed through the lens of retirement. Increasingly, however, a new generation of firm leaders is redefining what partnership looks like. Rather than seeking an exit, they are looking for strategic partners who can help accelerate growth, strengthen client service, preserve culture, and build enduring businesses that thrive for decades, all while respecting their brand and legacy.
That was the perspective that guided CWS Financial Advisors’ decision to partner with Aspen Standard Wealth. Led by Joe and Lindsey Splendorio, along with Cory Wietfeldt, CWS had built a successful, growing advisory firm with a relatively young leadership team and staff. Instead of waiting until succession became an immediate necessity, they chose to proactively align with a partner that could expand the firm’s capabilities while preserving the entrepreneurial culture and client-first philosophy that define CWS.
In the following conversation, Joe and Lindsey discuss why they selected Aspen Standard Wealth, how the partnership benefits their clients and employees, and why they believe thoughtful partnerships can serve as a catalyst for long-term growth rather than simply an exit strategy. Their insights offer a compelling perspective for RIA leaders considering how to position their firms for the next generation of success.
Joe and Lindsey, as you are on the younger end of the spectrum of RIA leaders, what was the impetus for you to partner with Aspen?
Because we are a young firm (our average firm owner age is under 50, and our staff average is younger than 45) we knew we had a long runway ahead of us. Our priority wasn’t a short-term exit; we were actively seeking a long-term partner focused on providing a clear pathway to enduring growth and stability for our clients and staff. It’s a very active M&A market in the RIA space, and we felt Aspen’s approach was uniquely geared to owners and firms like ours that are excited to enhance their client experience while at the same time scaling up to reach a broader audience.
We have never prioritized growth purely for growth’s sake. We were attracted to Aspen’s ability to support robust organic growth through a proven playbook. They put concrete resources and strategies in place across talent, marketing, and technology that would be difficult, if not impossible, for us to place on our own.
Why did you ultimately choose to partner with Aspen? How do you see your clients benefiting from your partnership with Aspen?
Ultimately, our chief responsibility is to ensure the best possible client and team member outcomes and experience over the long term. With a 40-year legacy, we know who we are. And we have worked hard to earn our clients’ and employees’ trust, which we continuously strive to maintain. We feel that Aspen is the best partner for our firm due to the quality of leadership and commitment to our clients’ and team’s success and experience. Their unique model allows us to maintain our identity, culture, and the service model our clients have trusted for years.
Partnering with Aspen also allows us to focus more of our time on what we are good at and enjoy doing: working directly with clients, as opposed to getting bogged down in the day-to-day of running a business. Our clients will benefit by working with a service team and advisors that can operate with greater efficiency and focus. Enhanced technology and greater access to resources across tax and estate planning are all part of the long-term playbook.
What specific operational advantages or support from Aspen are you most excited about?
I don’t think anyone on the team is disappointed to give up some of the day-to-day administrative responsibilities related to functions like compliance or bookkeeping, but I would have to say that I am most excited about the long-term opportunities around technology that Aspen can help us navigate.
The wealthtech landscape is changing rapidly, and it is at the core of a modern client experience. We do not believe that a tech stack should be static. What might have been seen as the best tool for portfolio management or CRM a few years ago can quickly become stale or expensive when looking at new entrants to the marketplace. Firms that want to provide the best possible customer experience and ensure operating efficiency need to see their technology stack evolve on an ongoing basis. As a standalone independent firm, the sheer cost, friction, and operational burden of making any kind of tech pivot is a massive hurdle to overcome. We were impressed by Aspen’s forward-looking technology strategy and the dedicated support they provide to solve problems around transitions. They offer the scale and resources to help make us nimble and forward-thinking about technology, and we are excited for what that offers our clients and staff over the long term.
How do you think about future M&A?
Aspen has a strong in-house team and network to help us source advisors and talent that complement our current footprint and service offering. There is no mandate to acquire AUM for the sake of it, which was refreshing about Aspen’s approach. We are excited about what we are building together, and we believe other like-minded advisors and teams will want to be a part of it.
I know organizational culture is very important to you and your team. What about Aspen’s approach to culture appeals to you?
What really stood out for us relative to other players in the market was the sheer quality of leadership, especially their thoughtfulness and thoroughness of approach.
Importantly, Aspen was one of the only options that allowed us to maintain our unique brand, culture, and legacy, while still drafting off their scale and resources for our next chapter of growth. Our culture and our localized approach to client service are the bedrock of who we are. Our firm principals genuinely enjoy leading this business; we absolutely did not want to see ourselves absorbed and turned into a sterile branch office of some national or regional RIA firm. Aspen respects that entrepreneurial spirit.
What are your goals for the future? What is your vision for CWS 10, 20, or 30 years from now?
Our staff is the lifeblood of our business and the driver behind every successful client outcome and experience. Our vision for the next 10 to 30 years is to build an enduring legacy, and that means finding, developing, and taking care of the next generation of talent.
Our partnership with Aspen allows our team access to a much broader pool of career paths, training, and growth-tied incentives that we simply could not offer on our own. Our goal is to leverage this platform to attract and retain top-tier industry talent. By building a deeply supported, incentivized, and multi-generational team, we can ensure that CWS will continue to serve our clients and their families seamlessly for decades to come.
