Santori & Peters

Santori & Peters

Santori & Peters was founded in 1993 and has operated for over three decades as a registered investment adviser in the Pittsburgh metro area. The firm’s website frames its work around a central question for business owners: what they want to be known for beyond the money. That framing — combined with explicit attention to the statistic that 70% of family businesses fail the second-generation transition — distinguishes it from a standard wealth-management practice. The firm targets the interlocking needs of family enterprises: personal wealth accumulation, preservation, and transfer running alongside the fiduciary responsibilities of being a corporate retirement-plan sponsor. The firm divides its client services into three explicit tracks: direct wealth management for families and individuals, strategic advisory for business owners navigating exit and succession, and corporate retirement-plan consulting for plan sponsors. In practice, the retirement-plan practice functions as a benefits-advisory layer that embeds the firm inside closely held companies, giving it visibility into both the enterprise value and the personal balance sheets of the owner-operators. No disclosed portfolio-level holdings are available, consistent with an RIA that constructs individual separately managed accounts rather than a pooled fund vehicle. The firm’s geographic draw is overwhelmingly local — the rust-belt industrial and professional-services economy radiating from southwestern Pennsylvania. The firm’s scale is opaque: no AUM, team headcount, or aggregate deployment figure is published. Public records place a single office at 380 Southpointe Blvd in Canonsburg. No LinkedIn company page exists, and no principal biographies or named investment-committee members appear on the website or in regulatory summaries, which limits external visibility. The practice structure — a small, closely held advisory with no adjacent venture arm, philanthropic foundation, or club vehicle disclosed — suggests assets under advisement that are large enough to sustain multi-decade operations but not large enough to trigger mandatory public reporting thresholds. Santori & Peters’ genuine structural differentiator is its longevity inside a single economic geography without institutionalization. It has not converted to a multi-family-office brand, launched in-house funds, or pursued scale through advisor recruitment. That stasis, if intentional, positions it as a continuity buyer for local business owners whose exit proceeds need stewardship across decades rather than quarters.