Generational Wealth Management

Generational Wealth Management

David L. Wilson, a CFP®, established Generational Wealth Management in 2004 in downtown Zeeland, Michigan. The firm functions as a registered investment advisor with a client roster that is, by its own disclosure, over ninety percent retirees — a narrow focus rare among RIAs of its size and geography. The practice has grown from a single office to a footprint spanning four Indiana locations, including South Bend and Brownsburg, signaling an interstate client-acquisition path anchored in the upper Midwest. Generational Wealth deploys capital through discretionary asset management, financial planning, and tailored retirement-income strategies. The firm does not publicly disclose specific portfolio holdings, but its public materials emphasize hedging against outliving income, mitigating inflation risk, and addressing taxation and healthcare costs — the classic concerns of mass-affluent and high-net-worth retirees. The advisory model incorporates portfolio management, estate planning, and income structuring rather than venture-style or direct private investments. Managing Shareholder David Wilson leads a compact team that includes Schyuler J. Wilson and Randall S. Nederveld, a CPA®. The firm lists no additional investment committee or external advisory board. The presence of a second-generation Wilson as Financial Advisor suggests a family-succession dimension to the practice, though no formal transition plan or outside ownership stake is disclosed. The firm maintains a dual-registration posture typical of hybrid RIAs, though no separate broker-dealer affiliation is explicitly stated on its website. Generational Wealth's most telling structural differentiator is its self-imposed demographic concentration. By operating with a client base overwhelmingly composed of retirees, the firm's asset-allocation models, risk frameworks, and even its geographic expansion into Indiana retirement markets are dictated by a single, shared set of decumulation-phase variables. That narrows the firm's potential client universe but reduces the complexity and model variance that broader RIAs must manage — a trade-off that defines its operating identity.