FBF Magazine Issue 11

MARCH / APRIL 2026 ISSUE 11

MAGAZINE MAGAZINE

RODOLFO "RUDY" LLEONART EXECUTIVE VICE PRESIDENT, MANAGING DIRECTOR FIRST AMERICAN BANK

FOCUS 305 NEW EDGE ASSOCIATES

FEATURED SPEAKER CARLOS IAFIGLIOLA DIRECTOR AND INTERIM CEO AMERANT BANK

FBF COMMUNITY IMPACT

THE PRESIDENT'S INSTALLATION LBA GALA 2026

FLORIDA BANKING FLORIDA BANKING FORUM FORUM

CAFECITO CON YESENIA WITH

ANTHONY R. GOMEZ PRESIDENT UNITECH BUILDERS CORP

TABLE OF CONTENTS

01

FBF magazine

Table of Contents

1

Our Team

2

A Letter From Our President

3

Banking With Purpose: The Career and Community

6

Legacy of Rodolfo "Rudy" Lleonart

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At the Forum

Industry Trailblazer: Alejandro “Alex” Rodriguez

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From the Publisher

16

Industry Leaders

17

Banking Staffing in South Florida: KPIs That Drive

20

Success in a High‑Growth Market Team New Edge Associates Networking Involvement

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24

02

Is the U.S. in a “Boomcession”?

26

FBF Lunch with Carlos Iafigliola

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Focus 305 - New Edge Associates

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Monthly Spotlight - SBI Windows & Doors

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Tips to handle a disgruntled employee

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Human Resources in Banking

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Trump’s Capital Relief Plan Could Reshape Mortgage

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Lending

Cafecito Con Yesenia Presents: Anthony R. Gomez

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FBF Community Impact: The President's Installation LBA

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Gala 2026 Digital Transformation in Banking: What We Gained,

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What We Lost, and What Still Matters The Assumption Gap: When Good Loans Start to Struggle

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04 FBF MAGAZINE

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FBF

OUR TEAM

magazine

MARCH/ APRIL 2026 ISSUE 11

PUBLISHER

DIGITAL CONTENT COORDINATORS

NORMAN ISAZA

CAROLINA IGLESIAS

EDITOR - IN - CHIEF CARLOS JARA CONTENT DIRECTOR YESENIA MORENO MANAGING EDITORS

JORDAN KETTINGER JACK REED OUR CONTRIBUTORS MELANIE ISAZA LAURA ALMEIDA MARKS NORMAN ISAZA

ISABELLA MENDES PHOTOGRAPHER

MICHAEL GIRON EVENT DIRECTOR

EDUARDO MENDEZ

NICOLE ISAZA CONTRIBUTING WRITERS ORLANDO A. DIAZ President of Metro Fund Inc. in Miami, Florida, a leading private capital provider in South Florida.

President of the Florida Association of Mortgage Professionals SANDY FERNANDEZFORTUN Senior Vice President, Head of Premier Banking at Intercredit Bank

DR. CLAUDIA URIBE Director @ Miami-Dade County Fair | Mental Health Therapist | Professor at University of Miami ALEX SOTO Senior Vice President, Head of Premier Banking at Grove Bank & Trust

LISSETTE REYES Head of Marketing and Inside Sales Contributing Writer

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Letter from our

President & CEO I have the privilege of watching community banking’s talent landscape change in real time, often in bold and unexpected ways. One of the most striking shifts we are seeing today is the growing practice of recruiting entire teams from competing institutions, rather than assembling new units one hire at a time. Many of you are living this trend— either as leaders weighing a strategic lift‑out, or as professionals being asked to join one.

On the surface, the appeal is obvious. Bringing over a fully formed, high-performing team promises speed: relationships, processes, and production are already in place, and the new bank can enter or deepen a market with far less ramp‑up time. For community banks under pressure to grow, diversify, and defend market share, a cohesive team with a history of working together and a book of business ready to move can look like a rare opportunity to leap forward rather than inch ahead.

Yet this strategy carries meaningful trade‑offs that we must acknowledge honestly. Legal and contractual obligations, cultural fit, and the expectations of both the incoming team and existing staff can quickly complicate what seemed like a straightforward win. If not carefully managed, team lift‑outs can strain internal equity, disrupt morale, and weaken the long‑term development of homegrown talent.

My goal in raising this topic with you is not to endorse or condemn the practice, but to invite a more nuanced conversation. As leaders and practitioners in community banking, we owe it to our customers, our colleagues, and our communities to balance short‑term gains with long‑term health.

Yesenia Moreno ISSUE 11

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305.594.0470

sales@barlop.com

www.barlop.com

Banking With Purpose: The Career and Community Legacy of Rodolfo "Rudy" Lleonart

There are bankers who manage accounts, and then there are bankers who build communities. Rodolfo "Rudy" Lleonart falls firmly and emphatically into the latter category. As Executive Vice President and Managing Director of Community Banking for the Florida Market at First American Bank, Lleonart brings more than 30 years of hard-won experience and an unwavering sense of purpose to one of the most dynamic banking markets in the country. His story is not simply one of professional achievement; it is a testament to what happens when strategic vision and genuine human connection are treated as equal priorities.

high-stakes complexity of de novo bank launches and multiinstitution mergers.

A Career Forged Across Institutions

The Continental National Chapter

Rudy Lleonart's career reads like a map of South Florida's financial services landscape. His journey in banking began in college, a formative introduction to an industry he would spend three decades shaping. From Capital Bank onward, he built his résumé at some of the region's most recognized institutions: Citibank, City National Bank of Florida, Great Florida Bank, JGB Bank, and Sabadell United Bank, where he served as Regional Executive Manager of Personal and Business Banking. Each posting deepened his expertise in a different dimension of the craft i.e. consumer lending, treasury management, private banking, product development, branch administration, and the

His most defining chapter before First American Bank came at Continental National Bank, Miami's first Cuban-American-owned nationally chartered bank, founded in 1974 to serve a community that had largely been excluded from mainstream financial services. As Executive Vice President and Chief Operating Officer, Lleonart helped lead the institution through a critical period of its history, overseeing day-to-day operations while preserving the cultural identity and community trust that made Continental National unique. The bank's 43-year legacy of service to South Florida's Hispanic community was a responsibility he carried with evident pride.

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What distinguishes Lleonart from many executives who amass comparable credentials is that he never lost sight of the human element at the center of every transaction. Banking, in his view, is a relationship business first. Technology, regulation, and capital markets change; the need for a trusted advisor who understands your business and your community does not. That philosophy has guided every chapter of his career.

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When First American Bank completed its acquisition of Continental National Bank in October 2019, it marked a pivotal moment for both organizations. The transaction strengthened the bank's existing presence in Coral Gables and deepened its roots in Miami’s business community, further solidifying its commitment to the South Florida market. First American Bank resulted from the consolidation of several Chicagoarea banks, the oldest of which dates back to 1882, reflecting a long-standing tradition of community banking and local relationships. Today, the bank operates across the Chicago, Miami, Tampa, and Milwaukee markets, with 58 branches and offices, more than $8 billion in assets, and a comprehensive wealth management platform overseeing more than $4 billion in assets under management. Continental National Bank's clients and employees gained the resources and stability of an institution that shares their values: local decision-making, long-term relationships, and genuine investment in the communities it serves. For Lleonart, the transition was a natural continuation of his mission.

Driving Growth at First American Bank Since joining First American Bank in 2019, Lleonart has been one of the architects of the bank's continued Florida expansion. He has overseen the growth and development of the bank's branch network, championed new business relationships, and reinforced the institution's position as the preferred banking partner for South Florida's entrepreneurs, family businesses, and middle market companies. In 2024, he led the community celebration surrounding the relocation and renovation of the bank's Hialeah branch: a 2,900 square foot facility with a full drive- thru, upgraded technology, and renewed capacity to serve one of Miami-Dade's most vibrant commercial corridors.

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"We are proud to continue providing banking services and solutions to the Hialeah community that we so appreciate," Lleonart said at the branch's reopening, a statement that captures something essential about how he leads. For him, a new branch is not a real estate transaction; it is a commitment, a conversation, and a long-term investment in people.

First American Bank's Florida leadership team, including Market President Brian Hagan and Lleonart, has positioned the institution as a model for what community banking can look like in a major metropolitan market: technologically capable, strategically sophisticated, and deeply rooted in the neighborhoods it calls home. His ability to operate with credibility at both the boardroom and the branch level, advising clients, mentoring bankers, and representing the institution across civic platforms, makes him a rare and invaluable presence in the organization.

South Florida Banking Institute: A Voice for the Industry In recognition of his standing among peers, Lleonart has been named President-Elect of the South Florida Banking Institute (SFBI) for the 2026–2027 term. Founded to build business relationships and advance professional development across the regional banking community, SFBI serves as a critical connector for bankers, regulators, vendors, and community leaders across South Florida.

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Lleonart has served on its Board of Directors since 2018, contributing to educational programming, networking events, and the broader mission of elevating the profession. His elevation to President-Elect signals that his colleagues recognize in him the qualities they most want leading their industry association: experience, integrity, and a genuine commitment to the field.

Chairman of the Board: Boys & Girls Clubs of Miami-Dade If Lleonart's professional record is impressive, his civic engagement is equally so. His deepest and most sustained commitment outside the bank is to the Boys & Girls Clubs of Miami-Dade, an organization he first joined as a board member in 2013. Over the following decade, he moved steadily through the organization's leadership Executive Committee member, Vice Chair, and ultimately Board Chair, a role he assumed in 2025.

Under his guidance, the organization continues to deliver afterschool programming, academic support, workforce readiness, arts, athletics, and mentoring to thousands of young people across Miami-Dade County. The Boys & Girls Clubs' annual Wild About Kids Gala, which has raised hundreds of thousands of dollars in a single evening, exemplifies the kind of community investment Lleonart has championed as chairman.

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He has also lent his leadership to the Boy Scouts of America, the Association for the Development of the Exceptional, and PGKids — a breadth of civic service that reflects a man who understands that sustainable communities require investment at every level, not just in the institutions that serve the financially powerful.

Education, Curiosity, and a Life Fully Lived Lleonart holds a bachelor's degree in business management and finance from Barry University in Miami Shores, an institution known for producing grounded, community-oriented graduates. But he also studied philosophy and Spanish at the University of Salamanca in Spain, one of the world's oldest universities, founded in 1218. That intellectual detour into the humanities says something important about the man: he has always understood that numbers and strategy are tools in service of something larger, and that wisdom requires exposure to ideas beyond the balance sheet.

Outside the boardroom, Rudy Lleonart lives with the same intentionality he brings to his career. He has traveled extensively throughout the world, driven by a curiosity about cultures, people, and places that mirrors his professional openness to new ideas. He is a passionate collector of fine watches and art two disciplines that reward patience, connoisseurship, and an appreciation for craftsmanship that endures. And he is, above all, a devoted foodie who believes that every meal should be an experience, a philosophy that speaks to how he approaches everything. Not merely something to be accomplished, but something to be savored.

He resides in Glenvar Heights, Miami with his daughter.

The Measure of a Banker At a moment when the banking industry faces accelerating technological disruption, shifting regulatory landscapes, and deepening questions about the role of financial institutions in communities, Rudy Lleonart represents something enduring: the conviction that banking, done well, is one of the most powerful forces for community building that exists. Thirty years of experience have not made him cautious or transactional.

They have made him clearer about what matters. Most notably, this means relationships, trust, and the willingness to show up, year after year, for the people and institutions that depend on you.

South Florida is fortunate to have him.

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FBF PRESENTS: ISSUE 11

THE PERFECT PLACE

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AT THE FORUM TO EXCHAGE IDEAS

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INDUSTRY TRAILBLAZER ALEJANDRO “ALEX” RODRIGUEZ AMLCA / PARTNER

Alejandro “Alex” Rodriguez, AMLCA, has built a distinguished career at the intersection of banking, auditing, and regulatory compliance, culminating in his current role as Partner at PAAST, P.L., a leading public accounting firm serving financial institutions across South Florida and beyond.

With more than 20 years of experience in the banking industry, Alex has become a trusted advisor to banks navigating a complex landscape of risk, regulation, and operational demands. Since joining PAAST in 2006, he has focused on delivering high‑quality assurance services that not only meet regulatory expectations, but also strengthen the internal controls and long‑term stability of the institutions he serves.

As Director of Audit and now Partner, Alex is responsible for developing and managing comprehensive audit schedules, serving as the primary point of contact on engagements, and presenting audit findings to bank audit committees. His work spans deposit and branch operations audits, Bank Secrecy Act/Anti‑Money Laundering (BSA/AML) audits, loan reviews, allowance for loan and lease losses assessments, compliance security audits, and proof and item processing audits.

This broad scope allows him to view a financial institution holistically, connecting front‑line operations with back‑office controls and governance. Colleagues and clients value his ability to explain complex regulatory issues in practical terms that boards and management teams can act on.

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Alex’s specialized expertise in anti‑money laundering has made him a key resource in an era of heightened regulatory scrutiny. He conducts BSA model validations to confirm that monitoring systems are calibrated correctly and performing as intended, ensuring they align with both bank objectives and regulatory guidance such as OCC 2011‑12. He has also led BSA risk assessments in accordance with the FFIEC manual, helping institutions identify vulnerabilities, refine controls, and demonstrate a strong culture of compliance. His AMLCA certification from the Financial & International Business Association (FIBA), obtained in 2013, and his Foreign Correspondent Banking certification, obtained in 2019, further underscore his commitment to staying at the forefront of financial crime compliance.

Beyond client engagements, Alex is deeply invested in the professional and civic fabric of the South Florida banking community. He serves on the South Florida Banking Institute Board of Directors, where he has held the role of President, and contributes to multiple boards, including the Greater Miami Chamber of Commerce Banking and Financing Board, AAA Scholarship Foundation Bank Advisory Board, Boys and Girls Club of Miami Club Blue Young Professionals Board, Christopher Columbus High School Alumni Board, and the FIU Alumni Board. He regularly attends and participates in training seminars and conferences sponsored by the Florida Bankers Association, Florida International Bankers Association, and the South Florida Banking Institute, reflecting his belief in continuous learning and industry collaboration.

Educationally, Alex is a double graduate of Florida International University, holding a Bachelor of Finance and a Bachelor of International Business, a foundation that has supported his nuanced understanding of both domestic and international banking. Earlier in his career, he served as a financial consultant at Merrill Lynch and Union Planters Bank, experiences that gave him valuable perspective on client needs from inside financial institutions. Today, as a newly promoted Partner at PAAST as of 2026, he continues to blend technical rigor, regulatory insight, and community leadership—helping banks remain safe, sound, and prepared for the challenges ahead.

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From From the the Publisher Publisher Our mission has remained the same: to elevate the discussion around banking and finance in Florida and to spotlight the people and institutions that are shaping its future.

This anniversary is also a moment to recognize the remarkable support we have received from our speakers, sponsors, and attendees. Bank executives, regulators, fintech founders, and professional advisors have generously shared their time and insight.

Institutions across Florida have continued to invest in this platform, understanding that strong, well-connected banking ecosystems are essential to the health and growth of our communities.

Dear Friends of the Florida Banking Forum, As Publisher, it is a pleasure and a privilege to celebrate the third anniversary of the Florida Banking Forum this April. What began as a simple idea to create a dedicated space for Florida’s banking and finance leaders, innovators, and rising professionals to connect has grown into a vibrant community and a trusted platform for dialogue across our state.

Over the past three years, the Forum has hosted conversations on digital transformation, regulatory change, risk management, community development, and the future of relationship banking in Florida.

With each event, we have seen new partnerships formed, new ideas tested, and new leaders step forward to share their experiences.

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Looking ahead, we are committed to deepening the Forum’s impact, expanding our programming, amplifying diverse voices, and covering the strategic issues that matter most to Florida’s banks, credit unions, and financial partners. We will continue to highlight success stories from across the state and provide a stage where candid, forward‑looking conversations can take place.

On behalf of our entire team, thank you for being part of the Florida Banking Forum and for helping us reach this important milestone.

We look forward to welcoming you at our upcoming events and to building the next chapter of this community together.

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PRESENTS FBF PRESENTS INDUSTRY LEADERS INDUSTRY LEADERS KHARINA CALDERA KHARINA CALDERA SOTO SOTO Senior Vice President and Director of Client Experience and Product Management at Terra Bank Kharina Caldera Soto is senior vice president and director of client experience and product management at Terrabank, where she leads cross-functional teams driving client solutions, relationship management and marketing strategy. She oversees digital channels and product innovation, including client experience, product development, digital banking, marketing and public relations. With more than a decade at the bank, Kharina has played a key role in its growth and digital transformation, leading a team of over 30 professionals and major initiatives such as AI-driven account opening, digital platform enhancements and a cross-border instant payment solution. She was recognized as a 2025 South Florida Business Journal 40 Under 40 honoree for her leadership and community impact. Kharina is active in several local chambers of commerce and has supported fundraising efforts generating nearly $25,000 for nonprofits including St. Jude Children’s Research Hospital and Habitat for Humanity. She holds degrees and leadership certifications from Miami Dade College, Florida International University and Harvard University.

BERNIE IGLESIAS BERNIE IGLESIAS Senior Vice President – Relationship Banker at BankMiami A seasoned banking professional with over 35 years of experience, Bernie Iglesias currently serves as Senior Vice President – Relationship Banker at BankMiami. He brings a long-standing track record of building trusted client relationships and delivering tailored financial solutions to individuals, business owners, and professionals. Prior to joining BankMiami, Bernie served as Senior Vice President/Commercial Banker at Professional Bank (now part of Seacoast Bank). Earlier, he held key roles at CNLBank/Valley National Bank, where he further expanded his experience in private and commercial banking. Bernie also spent 17 years at BankAtlantic, serving as Vice President, Private Banker, and Business Banker, building a strong foundation across multiple banking disciplines. Born in Havana, Cuba, Bernie moved to New York to attend Mercy College, where he earned a Bachelor of Science degree with a minor in Business Administration. He later returned to Miami, where he has lived for over three decades with his wife. Together, they have three children and are proud grandparents to three grandchildren.

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BANKING STAFFING IN SOUTH FLORIDA: KPIS THAT DRIVE SUCCESS IN A HIGH‑GROWTH MARKET South Florida’s financial sector is expanding at a pace few U.S. markets can match. Miami-Dade’s finance and insurance industry contributes more than $27 billion annually and employs over 150,000 professionals, with the broader tri‑county region far exceeding that number. As financial firms continue relocating to Miami, Broward, and Palm Beach, competition for qualified banking talent has intensified.

Florida’s labor market underscores the challenge: there are only 53 available workers for every 100 open financial services jobs. In a market where financial services employment is growing at nearly 3 percent annually, banks can no longer rely on traditional hiring metrics. They need advanced KPIs that connect staffing performance to operational efficiency and financial outcomes.

The New Staffing Metrics for South Florida Banks Local institutions such as City National Bank of Florida, Amerant Bank, and U.S. Century Bank now compete directly with national and global players. Winning in this environment requires KPIs that emphasize speed, quality, and cultural alignment.

Time-to-Fill and Offer Acceptance Rate Top candidates in Miami often juggle multiple offers. A long time-to-fill typically signals a weak talent pipeline, slow internal decision cycles, or compensation packages that lag the region’s rising wage expectations. A declining offeracceptance rate is an early indicator that competitors are moving faster or offering more compelling packages.

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Quality of Hire: The 90-Day Success Window High-performing HR teams now measure early-stage performance, including: Productivity within the first 90 days Ramp-up time for roles in lending, private banking, and compliance Early performance operational output

indicators

tied

to

revenue

or

This shifts the focus from retention alone to early value creation.

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Recruiter ROI and Efficiency As demand grows in commercial real estate lending, wealth management, and specialty finance, recruiter performance must be tied to measurable business outcomes. Banks increasingly evaluate: Revenue impact per hire Fill rates for specialized roles Pipeline conversion efficiency This reframes recruiting as a strategic contributor rather than a cost center.

Recruiter ROI and Efficiency Staffing is no longer just an HR function. It is a strategic risk indicator that directly influences financial performance.

Revenue per Employee As South Florida’s financial sector expands, banks must ensure that headcount growth aligns with revenue generation.

Revenue per employee remains one of the clearest indicators of workforce efficiency, especially in a high-interest-rate environment.

Loan Application Turnaround Time Loan demand across the region remains strong, driven by population growth and commercial development. Staffing bottlenecks in underwriting or operations can slow approvals and negatively affect loan-to-deposit ratios, customer experience, and competitive positioning.

Staff Utilization and Non-Interest Expense Management

Leveraging Technology to Compete for Local Talent Banks across South Florida are adopting advanced tools such as AI-driven screening systems, predictive analytics for turnover, and real-time dashboards for hiring funnel performance. These technologies help HR teams identify issues early, shorten hiring cycles, and improve retention.

Maria Gonzalez, Senior Vice President of Talent at Amerant Bank, notes: “Financial services are growing in the tri-county area, but active candidates are being presented with multiple offers at once.”

This reality makes data-driven hiring essential for local institutions.

The Bottom Line In Miami’s rapidly expanding financial ecosystem, talent is the differentiator. Banks that align staffing KPIs with organizational performance will be best positioned to accelerate growth, improve operational efficiency, and build a resilient workforce. By tracking the right metrics, South Florida banks can keep pace with one of the most dynamic financial markets in the country.

Monitoring how effectively employees are deployed— particularly in retail branches and operations centers—helps banks maintain a healthy efficiency ratio. In a high-growth market, underutilized staff represent both a cost and a missed opportunity.

LISSETTE REYES CONTRIBUTING WRITER

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Team New Team New Edge Edge Associates Associates

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Networking Networking Involvement Involvement

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Banking Beyond the Balance Sheet By : Alex Soto Contribuitiing Writer

Is the U.S. in a “Boomcession”?

You may have heard the term “boomcession” floating around lately. It’s a blend of “boom” and “recession” and it captures something many Americans are feeling right now.

On paper, the economy looks strong. GDP growth has been positive. Unemployment remains historically low. Corporate earnings have held up. By traditional measures, the United States economy appears to be in expansion mode.

But here’s the disconnect.

While the macro data says “boom,” many households feel like they’re in a recession. Why? • Prices remain elevated even if inflation has cooled • Interest rates are still high compared to recent years • Credit card balances are rising • Housing affordability is stretched • Everyday essentials cost more than they did a few years ago

SVP, Head of Premier Banking Grove Bank & Trust

Are you building liquidity? Are you managing debt wisely? Are you protecting your downside with proper insurance and cash reserves? Are you investing consistently with a long term view?

Economic cycles will always have contradictions. The key is building personal financial resilience so whether it feels like a boom or a recession, your plan stays steady.

Growth on paper is one thing. Financial confidence at home is what really matters.

Growth is happening but it’s uneven. Asset owners have benefited from rising markets and home values.

Wage growth has improved for some sectors. Yet many families are still adjusting to higher living costs that outpaced income gains during the inflation spike.

A boomcession isn’t about whether the economy is technically expanding or contracting. It’s about perception versus data. It’s about the difference between Wall Street strength and Main Street stress.

As a banker, here’s the practical takeaway: Focus less on headlines and more on your household fundamentals.

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Carlos Iafigliola

Director and Interim CEO Amerant Bank

“A great lesson I’ve learned is the value of being surrounded by a team that challenges you and isn’t afraid to say, ‘This is something you really need to correct.”

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Having grown professionally within the organization for more than 20 years, you’ve had the chance to see the culture develop over time. How would you describe Amerant Bank’s cultural DNA? Amerant over the years has evolved as a company. We have always been very inclusive and very open to embracing people and bringing in talent from different places. From that perspective, I believe we have always been very positive about that. One of the things I can tell you is that, and we have discussed this internally a lot over the past few months, is that you know, everything that comes into the bank has to be with an intention of getting better and to improve and to try to build off over the foundation we already have. We have created a baseline, and whatever comes next should be to improve and get better at what we do, as opposed to just changing things around for the sake of doing things differently. There is a component of our DNA that has to be unaltered and has to be, you know, kept unchanged, but we always are open to improvement. I think that has been demonstrated in what has happened over the course of the past few months.

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When you think about culture, which aspects are negotiable and which are non-negotiable for Amerant, your team, and your leaders?

Looking back at your own early career, was there a pivotal moment that shaped your path?

The things that we can never negotiate are doing what is best for our customers and for our stakeholders in general. We always advocate for the best possible outcome for our customers. Acting as a trusted advisor is essential. I’ve been interacting a lot lately with teams across the business side and the finance organization, and I always advise them to do what is best for the customer while being mindful of risk management practices and the three lines of defense. That framework is important because it helps everyone understand when one swim lane ends and another begins. It is critically important for people to understand the role each person plays within the bank. We are always open to cooperation, but that doesn’t mean people should step into each other’s responsibilities. There has to be clear separation of roles.

What is negotiable is how we improve. We should never be committed to the status quo when there is room to get better.

I think being open to new opportunities is critical. Sometimes someone will tell you, I believe you have the strength and character to do this, even though it will take you out of your comfort zone, take it. That happened to me when I was asked to become Chief Operating Officer. At the time we were going through a major core systems conversion, and it was outside my comfort zone. But taking that role exposed me to a wide range of challenges and topics that ultimately shaped the leader I became. Those experiences expose you to challenges that help define who you become professionally.

If you could speak to your younger self on your first day at the bank, what advice would you give?

became. Those experiences expose you

“But taking that role exposed me to a wide range of challenges and topics that ultimately shaped the leader I to challenges that help define who you become professionally.”

One thing that always stands out to me with young professionals is whether they follow up on the things that were discussed. Many people underestimate the importance of follow-up and allow tasks to fall through the cracks. When someone keeps track of commitments and ensures they are completed, it shows professionalism. Those are critical values for any professional. responsibility, respect, and the value you bring to the work entrusted to you. I also believe strongly in challenging the status quo. When you are new to an organization, you often bring fresh ideas and perspectives that can improve how things are done.

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In your experience, what truly differentiates a high-performing community bank from the rest? What can you tell us about Amerant?

I believe Amerant reflects the jurisdiction of the market we serve. Recently, we made some changes to our business structure. In the past, the bank was organized around commercial banking, consumer banking, and international banking. In my view, international banking wasn’t given the importance it deserved, even though it represents a significant portion of the revenue we generate. For context, and this is public information, when we disclose the cost of funds of international deposits and the spread we generate in the U.S., that combined represents roughly $80 to $85 million in revenue annually, which is very significant.

Previously, international banking didn’t have an executive represented on the Executive Committee, and that’s something we recently changed. Now we have a Head of International Banking and a Head of Commercial Banking.

That structure better reflects our market in South Florida, which is a blend of international and domestic clients. Each of these areas serves different markets with different pricing models, service models, onboarding processes, and systems.

Can you give an example of how community involvement helps provide that perspective?

I’ll give you an example. I’m a board member of Habitat for Humanity in Broward County. To provide context, the median home price in Broward County is about $550,000. About 94% of the population cannot afford that price. The people who can’t afford homes include nurses, first responders, firefighters, people we rely on in our daily lives. We receive close to 3,000 applications each year, and when you visit the homes of the applicants, every family feels like a priority.

Every family deserves help. But the reality is that we can only

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build about 70 homes a year. That gives you perspective. It reminds you how fortunate we are and helps keep you grounded. My advice is that if you don’t naturally encounter those challenges in your life, get involved somewhere where you can understand the struggles of others.

What habits or disciplines have helped sustain you through demanding leadership roles?

One of the most important things in an executive role is surrounding yourself with people who are willing to challenge you. If no one challenges your ideas, you can easily begin to assume everything you do is right. A great lesson I’ve learned is the value of being surrounded by a team that challenges you and isn’t afraid to say, this is something you really need to correct. I always tell my team that if they see something that isn’t working well, they should come and tell me. Another important discipline is staying grounded. If your life is quite perfect, find something or someone that keeps you grounded.

For some people that might mean getting involved in community work or charity. Those experiences help provide perspective. As managers, we also have to help people see situations from a different angle. Sometimes someone sees the glass half empty, and your role as a manager is to help them see how that same situation can also be viewed as half full.

“I believe Amerant reflects the jurisdiction of the market we serve.”

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When it comes to your financial aspirations, there are no boundaries at PNB. We believe in your potential and helping you reach new heights.

Our comprehensive range of banking solutions, personalized service, and cutting-edge technology is built from the ground up to help you reach your financial goals. Whether you’re starting a new business, expanding your portfolio, or realizing your dreams, PNB is here to provide the support and guidance you need. Elevate your financial journey with a bank that understands your ambitions and is dedicated to building your success. Break boundaries, block by block, with PNB as your trusted partner.

BANKING NOT AS USUAL

1390 Brickell Avenue, Miami, FL 33131 305.539.7500

255 Aragon Avenue, Coral Gables, FL 33134 305.539.7570

18285 Biscayne Blvd., Aventura, FL 33160 305.539.7460

4137 North Federal Highway, Unit #7, Boca Raton, FL 33431 561.448.4541

F O C U S 305 The Boutique Talent Firm Redefining Banking Recruitment New Edge Associates is a Miami-based talent acquisition firm specializing in banking, finance, accounting, and executive search, with an expanding footprint across multiple sectors and regions. Built on deep industry experience and relationship-driven recruiting, the firm is led by co-founder and CEO Norman Isaza and Managing Partner Yesenia Moreno, both widely recognized in South Florida’s financial and business community.

A boutique firm with a banking backbone Headquartered in Miami, Florida, New Edge Associates operates as a boutique staffing and

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recruiting firm serving financial institutions, corporate banking groups, and related industries.

The company emphasizes tailored hiring strategies, taking time to understand each client’s culture, operational needs, and longterm goals to ensure strong professional and cultural fit. With more than 20 years of combined experience in the banking and financial sectors, the team positions itself as a trusted partner capable of providing both temporary and full-time talent. Their niche lies in banking, accounting, finance, and executive search, while also covering roles in call centers, medical support, and other specialized verticals.

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305

6 Years of Innovation, Excellence, and Trust.

Mission, services, and approach

New Edge Associates’ mission centers on enriching the professional lives of both employers and candidates while building long-lasting relationships that drive organizational success. The firm provides end-to-end staffing solutions, from front-line and back-office banking positions to senior executive roles, with a strong focus on ethics, performance, and customer satisfaction. Their approach goes beyond simply “filling orders”; the team invests in getting to know each client, then curates a shortlist of top candidates who can integrate seamlessly into existing teams. In practice, this means extensive client discovery, careful candidate vetting, and ongoing follow-up designed to foster retention and long-term engagement.

The firm’s public-facing presence, including its website and social media channels, highlights ongoing searches for roles such as corporate banking analysts and other finance-focused positions, underscoring its specialization in the financial services ecosystem. Over time, New Edge Associates has grown from a small Miami operation to a team of roughly a couple dozen employees working with clients across different continents, while still maintaining a boutique, relationship-first identity.

Norman Isaza: Co-founder, President and CEO Co-founder Norman Isaza serves as President and CEO of New Edge Associates, bringing approximately 25 years of experience in finance and banking to the firm’s leadership. Based in Miami, he leverages this background to provide strategic guidance, financial oversight, and long-term direction for the company’s growth. Public profiles and interviews describe him as a leader focused on developing talent and building a firm that can become a recognized force in the talent acquisition industry, especially within financial services.

In a ChamberSOUTH Spotlight interview, Isaza explains that the idea for New Edge Associates dates back to observing the success and impact of Moreno’s work in a previous role within the banking employment space.

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305 Recognizing the opportunity to create a specialized firm with a unique approach to staffing, he co-founded New Edge Associates and has since overseen its evolution from a small startup to a fast-growing agency with multiple service lines. His leadership style emphasizes strategic growth, operational discipline, and a commitment to matching “top talent with top companies.”

Yesenia Moreno: Managing Partner and Community Leader Yesenia Moreno, co-founder and Managing Partner of New Edge Associates, is one of South Florida’s most visible figures in banking-related staffing and community engagement. With roughly 25 years of experience in employment staffing, she has built a reputation for a personalized, hightouch approach to talent acquisition that prioritizes both client relationships and candidate success.

Moreno has held roles such as Executive Vice President at New Edge Associates and previously worked with organizations including AppleOne, the Coral Gables Chamber of Commerce, and Professional Diversity Network, gaining broad experience in business development and human resources.

Beyond the firm, Moreno is active in regional business and professional organizations. She has served as an Executive Board Member of the Coral Gables Chamber of Commerce and been involved with the South Florida Hispanic Chamber of Commerce through committees focused on Hispanic women’s leadership. She is also noted as CEO of the Florida Banking Forum, further cementing her influence in Florida’s banking and financial community. In media appearances, Moreno articulates New Edge Associates’ core value proposition: a boutique firm that deeply understands employers and employees, using that insight to deliver precise matches that help businesses grow and professionals advance their careers.

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Carlos Jara: Operations and Marketing At just 26 years old, Director of Operations Carlos Jara has become a driving force at New Edge Associates, embodying a blend of youthful vision and disciplined execution. His fresh perspective has energized internal processes, inspiring the team to embrace new technologies, data-driven decision-making, and more agile ways of working. Always willing to roll up his sleeves, Carlos has shown remarkable perseverance, tackling complex operational challenges with calm focus and a solutions-first mindset. His ability to balance innovation with reliability has helped streamline workflows, strengthen client delivery, and position New Edge Associates for its next phase of growth.

A growing presence in South Florida and beyond From its base in Blue Lagoon/Waterford District in Miami, New Edge Associates has expanded into a multi-person, multi-continent team while preserving the feel of a specialized, relationship-focused boutique agency. The firm maintains an active digital presence, promoting current openings and highlighting its partnerships with financial institutions and corporate clients. Guided by the combined leadership of Norman Isaza and Yesenia Moreno, New Edge Associates continues to position itself as a trusted connector between top companies and high-caliber talent in banking, finance, and beyond.

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Monthly Spotlight SBI Windows & Doors: A Family Legacy of Protection, Quality, and Care In South Florida and the Florida Keys, beauty and resilience go hand in hand. With gorgeous coastal views comes the reality of unpredictable, sometimes extreme weather. Protecting homes from nature’s fiercest elements takes more than strong materials — it takes trust, craftsmanship, and heart. That’s where SBI Windows & Doors, a proud family-owned company, truly shines.

Founded by Joey Bravo, SBI Windows & Doors has become a trusted name across South Florida for high-quality, impact-resistant windows and doors designed to safeguard homes and businesses. As President and Owner, Joey leads the company with unwavering integrity and a vision centered on excellence in both product and service.

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A devoted father of three, Joey understands the importance of family and protection. “For us, it’s not just about installing windows and doors,” he often says. “It’s about protecting homes, families, and futures.” Outside of business, Joey enjoys spending time with his wife and sons, often escaping to the outdoors to fish or hunt — a reminder of his deep respect for nature and balance.

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Working side by side with him is his mother, Berta Bravo, whose warmth and dedication are the soul of the company. As Sales Manager, Berta brings decades of experience and a genuine love for people into every client relationship. A proud mother of three, grandmother of eight, and recently a greatgrandmother, Berta embodies the spirit behind SBI: family first.

Her approach to business is rooted in kindness and connection. “I’ve been incredibly blessed with a healthy, loving family — and I’m lucky enough to work alongside my youngest son… who now gets to be my boss!” she says with a laugh. When not helping homeowners find the perfect fit for their space, Berta enjoys traveling and creating new memories with her loved ones. Her philosophy — to leave a positive impact on every person she meets — is woven into SBI’s culture.

What makes SBI Windows & Doors stand apart goes beyond its superior products. Every installation, every consultation, and every follow-up reflects a deep commitment to customer care. Clients aren’t treated like numbers; they’re treated like family. The Bravo legacy ensures that each home receives the same attention and respect they’d give their own.

SBI offers a comprehensive range of windows and doors engineered for durability, energy efficiency, and sound insulation. These products aren’t just built to withstand hurricane-force winds — they’re built to provide lasting peace of mind. Customers enjoy quieter homes, enhanced security, and long-term value, all backed by expert installation from certified professionals.

From their family to yours, SBI Windows & Doors delivers safety, quality, and comfort in every home they touch. Because for Joey and Berta Bravo, protecting what matters most — your home and family — isn’t just a business. It’s their legacy.

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HEALTH

Tips to handle a disgruntled employee What is the meaning of “disgruntled”?

Disgruntled employees in banking are a serious concern because of the level of trust, access to sensitive data, and financial control involved in the industry. When employees become dissatisfied, the risks go beyond normal workplace issues—they can impact customers, institutions, and even the broader financial system.

A disgruntled employee is someone who feels unhappy, undervalued, unfairly treated, or resentful toward their employer. In banking, this dissatisfaction can stem from: High-pressure sales targets Strict compliance and regulatory demands Limited career advancement Compensation disputes or layoffs Ethical concerns (e.g., being pushed to meet unrealistic goals)

Why is it important to highlight this in the banking industry?

This makes insider risk especially dangerous compared to many other industries.

Banks operate in a highly sensitive environment tied to Finance, where employees often have access to:

What are some Potential risks?

Customer personal and financial data Internal systems and transaction tools Confidential business strategies

Disgruntled banking employees may: Leak confidential customer or company information Commit fraud or manipulate accounts Sabotage systems or processes Damage the institution’s reputation whistleblowing or public complaints)

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HEALTH

What are some of the Warning signs to look for as a Manager, or in any leadership position?

Sudden drop in performance or engagement Policy violations or unusual system activity Conflicts with management or coworkers Expressions of resentment or intent to leave

How should a bank or the Human Resource Department handle these types of issues?

Strong internal controls and audit systems Employee monitoring (within legal limits) Anonymous reporting channels Better workplace culture and support programs Clear ethical guidelines and training

Bottom line Disgruntled employees in banking aren’t just an HR issue —they’re a risk management and security concern.

Addressing employee satisfaction, ethical culture, and oversight systems is critical to preventing both internal misconduct and large-scale financial problems.

Preventing issues with disgruntled employees in banking requires more than just strict controls about combining culture, oversight, and smart systems so problems are addressed before they escalate.

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By: Dr. Claudia Uribe

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HR

RETHINKING HR IN MODERN BANKING Some of us are blessed with a life-long career in one industry, one specialization, one professional identity. Then there are those of us who, due to fate, external economic factors, or other more personal turns on life’s road must remake ourselves more than once. I am a very lucky member of the latter group.

As a young professional, accounting and finance were my ticket to a career, first in banking (yes, banking), followed by a 20-year ride in real estate through construction, development, property management and investment property portfolio management. A final turn of economic/industry events led me to Human Resources in professional staffing, pharmaceutical manufacturing and higher education.

As I look back, I’ve never thought of these as jobs, rather steppingstones that formed a foundation of broad scope view for talent acquisition, talent and career management.

You may wonder, how does BANKING fit into this puzzle?

I count myself as lucky in this regard, that while traveling diverse roads in my career, I was fortunate to have mentors who impressed upon me that, “One of the most important differentiating aspects of [being] an HR professional in any industry, including banking, is having a strong understanding of the business itself. While core HR knowledge and expertise are applicable across industries, it is essential for HR professionals to understand the specific needs, services, and operational goals of the organization… This knowledge allows the HR professional to better partner with business leaders and effectively identify and attract the talent needed for different lines of business.”

With that in mind, we open the door to more and varied conversations from HR leaders in our markets (banking, healthcare, legal services, and more). You, too, my dear HR professionals, will become part of our business landscape. Expect my call.

It has always been my impression that the banking industry, like few others, offers individuals a chance to build life-long careers versus the endless track of job hunting.

Coming to New Edge Associates has been a reawakening of that understanding. As a friend, HR colleague and banking “lifer” shared,, “Banking is big in growing/promoting from within, therefore there is more of an expectation of a long-term career… a professional atmosphere, demanding a high-quality, and high detail [focus] HR service.”

With significant differentiators between large institutions and high growth community banks, you may be looking to fill a recurring title; however, each community bank defines the role purely based on the needs of its community; that’s where unique service and market presence make their mark. Banks traditionally play an active role in supporting their communities and actively show a high level of engagement in philanthropy.

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Laura A. Marks, SHRM-SCP | CEC | SHRM AI+HI Certified Director, Talent Solutions, New Edge Associates Managing Partner, Thriving Talent Solutions SHRM Florida District Director – Broward, Miami Dade and Florida Keys

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STRENGTHEN YOUR

TEAM

ELEVATE YOUR

CAREER Find out more: www.newedgeassociates.com

Email: yesenia@newedgeassociates.com

Contact: 786-447-9323

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Finance

TRUMP’S CAPITAL RELIEF PLAN COULD RESHAPE MORTGAGE LENDING In the aftermath of the 2008 financial crisis, global regulators introduced sweeping reforms under the Basel III framework, dramatically increasing capital requirements for banks. These rules were designed to strengthen the financial system by forcing institutions to hold more capital against potential losses. While successful in improving stability, they also had an unintended consequence: traditional banks steadily retreated from the mortgage lending space, ceding market share to nonbank lenders and, more importantly, to the broker channel.

Today, under the renewed policy direction of the current administration, regulators are actively reconsidering those capital constraints. The goal is clear, reduce regulatory friction, bring banks back into mortgage lending, and expand access to credit for consumers. However, even as policymakers push forward, industry participants widely recognize that the structure of today’s mortgage market has fundamentally changed.

WHY DID BANKS CURTAIL RESIDENTIAL MORTGAGE LENDING? At the center of this movement is a wave of high profile relocations and expansions by major financial firms and influential business leaders. The most symbolic moment came in 2022 whenAt the heart of the issue is how capital requirements influence lending behavior. Basel III rules require banks to hold a certain amount of capital relative to their risk-weighted assets. Mortgages, particularly mortgage servicing rights (MSRs) and warehouse lending, have historically been treated unfavorably under these rules, making them capitalintensive compared to other assets.

As a result, banks have deprioritized mortgage lending.

Over the last decade, non-bank lenders and independent mortgage bankers (IMBs) have filled that void, creating a more fragmented but highly competitive ecosystem.

Industry groups, including the American Bankers Association, have argued that excessive capital requirements negatively affect the cost of and access to credit, reinforcing the need for reform.

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THE TRUMP PLAN The current administration has made financial deregulation a central pillar of its economic agenda, with bank capital reform emerging as a key priority. Proposed changes from regulators aim to recalibrate capital requirements, reduce burdens tied to mortgage-related assets, and incentivize banks to re-enter origination, servicing, and warehouse lending.

From a policy standpoint, the argument is straightforward: current rules have unintentionally pushed mortgage lending activity away from regulated banks and into the non-bank sector. By easing these constraints, regulators hope to restore balance and bring more lending activity back into the traditional banking system.

Industry insiders have acknowledged that banks are eyeing a bigger role in mortgages if capital rules are eased. Any meaningful shift will take time rather than happen overnight.

THE RISE AND DOMINANCE OF THE BROKER CHANNEL While policymakers focus on regulatory relief, the reality on the ground is that the mortgage industry of 2026 looks very different from the pre-2008 landscape.

Today, the broker and non-bank channel dominates large portions of mortgage originations.

Mortgage brokers and IMBs have built highly efficient platforms centered around speed, flexibility, and technology. Many operate with streamlined underwriting processes, advanced point-of-sale systems, and pricing engines that allow them to compete aggressively on both rate and execution.

This evolution creates a major challenge for banks attempting to re-enter the space. Even with capital relief, banks are not just competing on balance sheet, they are competing on process. Brokers have spent the last decade refining borrower experience, building referraldriven ecosystems with realtors and investors, and leveraging technology in ways that many traditional banks have struggled to match.

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Finance

As State President of the Florida Association of Mortgage Professionals, I welcome the potential return of banks into the residential mortgage space.

This is a positive step for the overall health and liquidity of our industry. My hope is that this shift does not just bring banks back as capital providers but also encourages them to re-engage with brokers by reopening and expanding their thirdparty origination (TPO) and wholesale channels.

Prior to the 2008 financial crisis, many banks viewed brokers as a highly effective distribution channel, one that allowed them to generate feebased income without the need to retain those loans on their balance sheet. That model created strong partnerships between banks and brokers and expanded access to credit for consumers.

There is an opportunity today to revisit that alignment. Brokers have proven their value through multiple market cycles, and a collaborative approach between banks and the broker community could lead to a more efficient, competitive, and accessible mortgage marketplace. If banks choose to lean into TPO and wholesale again, it could be one of the most impactful developments to come out of this regulatory shift.

THE REAL PLAY FOR BANKS Most industry participants believe that capital relief will have a more immediate impact on the secondary side of the business rather than primary origination.

Specifically, easing capital requirements on mortgage servicing rights and mortgage assets is expected to encourage banks to:

Even within industry commentary, the expectation is that change will be gradual. Capital relief is unlikely to shift mortgage market dynamics quickly, reinforcing the idea that structural advantages held by brokers and non-banks will persist.

WHY BANKS MAY STAY SELECTIVE There are several reasons why banks may take a measured approach: Technology gap: Broker and IMB platforms are faster and more adaptable Margin compression: Mortgage lending has historically been a lower-margin business for banks Balance sheet priorities: Banks may prefer to allocate capital to higher-return assets Cycle sensitivity: Memories of 2008 still shape risk appetite National trade mortgage associations have cautioned against forcing banks back into mortgages too aggressively, noting that the business has not historically been a strong profit center for many institutions and requires careful re-entry.

Purchase more mortgages in the secondary market Increase appetite for mortgage servicing rights Expand warehouse lending to independent mortgage bankers This would inject meaningful liquidity into the system, improving execution and pricing for lenders and, ultimately, borrowers.

However, there is far less conviction that banks will aggressively re-enter the wholesale channel or significantly scale retail mortgage operations in the near term.

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A MORE BALANCED ECOSYSTEM Where there is broad agreement across national trade groups and banking groups is that a more balanced ecosystem benefits the market. Increased bank participation, particularly on the capital markets and servicing side, can enhance liquidity, stabilize pricing, and provide additional outlets for loan production.

At the same time, the broker channel is expected to remain a dominant force in origination, driven by its adaptability, customer-centric approach, and deep integration with local real estate networks.

A REALITY CHECK The current administration’s push to reduce capital requirements represents a meaningful policy shift aimed at revitalizing bank participation in mortgage lending. It will likely succeed in increasing liquidity and re-engaging banks in certain segments of the market.

But it will not rewind the clock.

The mortgage industry has evolved into a broker- and non-bank-driven ecosystem where speed, technology, and specialization define success. Banks may return but they will be re-entering a market that has moved on without them.

The most likely outcome is coexistence: banks providing capital and liquidity, while brokers continue to dominate the front lines of origination.

And for borrowers, that combination, if executed correctly, could ultimately deliver the best of both worlds.

WRITTEN BY

Orlando Diaz Contributor to the Florida Banking Forum and President of Metro Fund Inc. in Miami, Florida, a leading private capital provider in South Florida.

Mr. Diaz also serves as the President of the Florida Association of Mortgage Professionals.

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Here’s the deal, before the deal.

Every business needs blocks.

Pieces that fit. Placed with purpose. Timed with care.

To strengthen, scale, and grow.

At Popular Bank, we set lasting foundations for owners, managers, and builders of business.

To help shape futures, imagine innovations, and elevate communities.

Connection Our blocks for your success.

Capital

Continuity

That’s the deal. Ready to make yours?

PopularBank.com/Business

© 2025 Popular Bank. Member FDIC.

Our bottom line is you

IT'S TIME FOR...

I T ' S

T I M E

F O R . . .

t o i c C e o f n a C

ito C c o fe n a C

a a i i n n e e s s e e Y Y Building relationships one cafecito at a time

Building relationships one cafecito at a time

@cafecitoconyesenia

@cafecitoconyesenia

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Cafecito

Yeseni a Presents Cafecito Con Yesenia

Con Yesenia Presents

Anthony R. Gomez President

Anthony R. Gomez is a seasoned South Florida business leader, entrepreneur, and civic advocate with more than three decades of experience building and leading companies across construction, engineering, investments, real estate, and infrastructure. He is the Owner and President of Kraken Concrete and All County ATM, the Founder of Vanguard Civil Engineering, and has previously led several long-standing ventures including Cabibe Investments Inc., Unitech Builders Corp., East Glades Nursery, The Cigar Box Inc., and T&S Petroleum Corp.

His work has centered on delivering high-impact residential, commercial, and public projects throughout Miami-Dade and the surrounding communities, including major efforts for MiamiDade County Public Schools, the South Dade Government Center, and the Cities of Miami and Miami Beach. Beyond business, he has been a strong community supporter and industry leader, serving with organizations such as Miami-Dade Crime Stoppers, the Hispanic American Builders Association, and the Latin Builders Association.

Gomez has also been widely recognized for his leadership and service, earning numerous proclamations and honors from municipalities and institutions across South Florida. His career reflects a long commitment to economic progress, public service, and strengthening local communities.

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FBF FBF COMMUNITY IMPACT

The President's Installation LBA Gala 2026

The LBA’s 26th President’s Installation Gala was a celebration to remember, uniting members, sponsors, and community leaders for an evening that honored the Association’s legacy while welcoming a new chapter. Hosted at the InterContinental Miami, the event opened with an immersive cocktail reception featuring the Legacy Hall, where guests walked through the history of the Association and the visionary leaders who have shaped it since 1971. This thoughtful showcase set the tone for a night grounded in pride, continuity, and shared purpose.

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Among the distinguished attendees were representatives from New Edge Associates and The Florida Banking Forum, whose presence underscored the strong relationship between the Association and key stakeholders in South Florida’s banking, business, and professional community. Their participation highlighted the importance of strategic partnerships and collaboration in advancing the region’s economic growth and supporting the institutions that serve it.

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The formal program marked a meaningful leadership transition as Immediate Past President Anthony R. Gomez officially passed the torch to the LBA’s 26th President, Rafael Cabrera. The ceremony continued with the swearing‑in of the Executive Board and Board of Directors, followed by a heartfelt recognition of all Past Presidents whose service helped build the foundation the Association stands on today.

True to LBA tradition, the celebration that followed was filled with vibrant energy and memorable surprises. Guests enjoyed late‑night treats and a lively after‑party that kept the community together well into the night, reinforcing the spirit of connection that defines the Association. More than just a gala, the evening was a powerful reflection of the LBA’s mission—a tribute to where we’ve been, and a celebration of everything we continue to build, together.

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The Sands of Time Sparkle at the 32nd Annual Gala The Sands of Time Sparkle at the 32nd Annual Gala The sands may have fallen, but the celebration continues to shine. The 32nd Annual Sands of Time Gala was an unforgettable evening filled with timeless elegance, live music, and the warmth of community spirit. Hosted by the South Florida Hispanic Chamber of Commerce (SFHCC), the gala brought together Miami’s most distinguished business and civic leaders for a night of celebration, connection, and recognition.

At the heart of the evening was Lily Lopez, President and CEO of the SFHCC, whose leadership and vision have continued to foster growth, innovation, and unity within South Florida’s vibrant Hispanic business community.

Her words of gratitude and inspiration set the tone for an extraordinary evening that celebrated both heritage and progress.

The event’s entertainment was equally spectacular. Honoree Carlos Oliva captivated the crowd with his legendary “Miami sound,” lighting up the stage and filling the ballroom with irresistible rhythm. As the night soared, Lucy Grau and the Miami Elite Band kept guests dancing into the late hours, blending Latin beats, energy, and joy.

Among the distinguished attendees were Norman Isaza and Yesenia Moreno, owners of New Edge Associates, who joined fellow business leaders in celebrating excellence, partnership, and community achievement. Their presence reflected the spirit of collaboration that defines the SFHCC network.

A heartfelt thank you goes to Title Sponsor Philip Morris International, along with all supporting sponsors and partners, for helping make this unforgettable night possible. The sands of time may continue to fall, but the memories of this thrilling evening will shine brightly for years to come.

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Listening from Listening from the the Lobby: Lobby: By: Sandy Fernandez-Fortun

The Assumption The Assumption Gap: Gap:

When Good When Good Loans Loans Start Start to to Struggle Struggle Before it shows up in a delinquency report, it shows up in the lobby.

You hear it in passing. A small business owner chatting with a teller. A commercial borrower who stops by not because something is wrong exactly, but because something doesn't feel right. They can't put their finger on it. But you can.

I've been sitting behind a bank desk in the Miami market for 28 years. And I'll tell you the most important signal in banking isn't in the data. It's in that conversation. The hesitation. The question that doesn't have a clean answer.

The borrower who's doing everything right but senses something shifting under them.

That's where the real story starts. Not in the earnings call.

Not in the portfolio report. Right there, in the branch.

What I'm seeing from Miami-Dade up through Broward, into Palm Beach, all the way down to the Keys is a very specific kind of pressure that doesn't have a simple name.

So I'm going to call it what it is:

The assumption gap.

It's the space between what a loan was built to do when it was approved and what it can actually carry today. The borrower didn't fail. The market didn't collapse. The assumptions just expired.

The most important signal in banking isn't in the data. It's in that conversation in the lobby.

Miami After the Pandemic: Nobody Predicted This Let's go back to 2021 for a second. Because context matters here.

We were coming out of COVID. Everybody thought the pandemic was going to break us. Instead and I watched this happen in real time — Miami exploded!

Money flooded in from New York, from California, from Latin America. Tech companies relocated. Finance firms set up shop in Brickell. Luxury real estate hit record prices. Small businesses that survived 2020 came roaring back. Restaurants were packed. Retail held. The Keys were booked solid.

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Cash was everywhere. Rates were at historic lows. If you were underwriting a loan in 2021, the assumptions were: low borrowing cost, strong demand, rising values, and a market that felt like it had nowhere to go but up.

Those assumptions weren't reckless. They were reasonable given what we knew at the time.

The problem is, we're still living with those loans. And the world they were written for no longer exists.

What Changed: It's Not Just One Thing People ask me — Sandy, is this an inflation problem? A rate problem? An insurance problem?

The honest answer is: yes. All of it. At the same time.

Start with interest rates. The Fed raised rates faster than most people anticipated, and higher for longer became the reality. A loan that originated at 4% in 2021 is resetting closer to 6, 6.25% today. That sounds like a small number until you run the math.

On a $5 million commercial loan, that's roughly $70,000 more per year in debt service. For a small business owner in Hialeah running a distribution operation, or a restaurant group managing two locations in Coral Gables that money has to come from somewhere. It comes from margin. From deferred maintenance. Sometimes from the owner's personal account.

Then layer in what's happened to insurance. South Florida was already one of the most expensive insurance markets in the country. After the storms, after the Surfside collapse, after reinsurance markets tightened globally premiums have doubled and tripled for some commercial property owners. A building that cost $60,000 a year to insure in 2021 might be $130,000 today. That's not a line item. That's a structural shift in operating costs.

And then there's something I see every day that doesn't always make the headlines: the demand premium. Miami is a city where everybody wants to be right now. Which sounds great — and in many ways it is. But it also means everything costs more. Labor costs are up. Supply chain disruptions pushed construction costs through the roof.

The cost of goods for small business owners

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— the restaurant buying produce, the contractor buying materials, the retailer managing inventory has climbed steadily. Gas alone has been a real burden, and with geopolitical instability in the Middle East driving energy prices, that's not resolving overnight.

The borrowers who are struggling aren't the ones who made bad decisions. They're the ones caught between a loan written for 2021 and an operating environment that looks nothing like it.

The borrowers who are struggling aren't the ones who made bad decisions. They're the ones caught between a loan written for 2021 and an operating environment that looks nothing like it.

What It Looks Like When the Loan Comes Due Here's where it gets real for our lenders and our credit teams.

A loan comes up for renewal. You pull the file. The borrower has been current the entire time. The property is maintained. Rents are up or occupancy is holding. On the surface it looks fine.

But then you run today's numbers. You apply today's rate. You input the updated insurance costs. You look at the current appraisal.

And the deal that had a 1.35x debt service coverage ratio at origination is now sitting at 1.15x. Or 1.10x. Which means it's borderline. Which means it needs an exception. Or a conversation nobody wants to have.

I've sat in those conversations. With borrowers I've known for fifteen years. People who built real businesses, maintained their properties, kept their word. And I have to explain to them why the renewal isn't as straightforward as it used to be.

That's not a credit failure. That's the assumption gap showing up in the file.

And right now from Aventura to Homestead, from Fort Lauderdale to Boca it's showing up everywhere.

The Wave Is Already Here The Mortgage Bankers Association has flagged roughly $929 billion in commercial real estate loans maturing in 2026, with more behind it in 2027 and 2028. A big chunk of those were written in the 2020–2022 window.

South Florida has outsized exposure here. We were one of the hottest commercial markets in the country during that window. Which means our banks - community banks, regional banks, institutions that know their customers by name are holding a significant volume of loans that are now coming to the table in a completely different rate environment.

ISSUE 11

This isn't a spike. It's a wave. And it's going to define portfolio performance for the next few years more than any growth strategy or new production target.

The Hardest Part: It's Not About Policy Here's what I want my fellow bankers to sit with for a moment.

Large institutions can rotate out of weaker credits. They have the scale, the pipelines, the geographic diversification to absorb this kind of pressure and move on.

That's not who we are.

Community banking in South Florida is relationship banking. I know the Cuban-American entrepreneur in Doral who's been with us since he opened his first business. I know the Haitian-American property owner in Miramar who's built a solid portfolio over twenty years. I know the couple running a bed-and-breakfast in the Keys who've never missed a payment in their lives.

When the assumption gap shows up in their file, I'm not just making a credit decision. I'm making a relationship decision. A community decision.

Because if we don't work with them? If we decline the renewal, force the payoff, or trigger technical default.. they don't disappear. They go to hard money lenders at punishing rates. They bring in outside equity partners. Or in the worst cases, they enter distress, and the community loses something it won't easily get back.

None of that makes the bank better off. And none of it serves South Florida.

When the assumption gap shows up in their file, I'm not just making a credit decision. I'm making a relationship decision.

What the Smart Move Actually Looks Like The good news — and there is real good news here, is that this doesn't have to be a binary choice between approving a weak credit and walking away from a good borrower.

The banks navigating this well are getting creative within structure. That means things like: Short-term interest-only periods — to stabilize cash flow while the borrower adjusts. Not a giveaway. A bridge.

Step-up rate structures — instead of a full reset to market rate on day one, a gradual increase the business can actually absorb.

Extensions with performance triggers — 12 to 24 months, tied to real milestones. Occupancy. Debt reduction.

Liquidity. Mutual accountability.

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Partial paydowns — if the borrower has liquidity, a principal reduction can restore the coverage ratio and get the credit back to clean.

Operational conversations — sometimes the best thing a banker can do is sit down with the borrower and talk through their expense structure, their tenant mix, their lease terms. We know this market. That knowledge has value.

None of this is about lowering standards. It's about applying judgment which is exactly what relationship banking is supposed to do.

Twenty-eight years behind this desk has taught me that the banks that get this right aren't necessarily the biggest or the most sophisticated. They're the ones that stay close to their customers. That walk the street. That know which businesses on Calle Ocho are struggling and which ones are thriving, and why.

The assumption gap is real. It's here. And it's going to require more than policy to navigate.

It's going to require what this industry does best when it's at its best:

Listening. Knowing. Showing up.

Listen to the Lobby The data will catch up eventually. It always does.

But right now, in this moment, the clearest signal is the one coming from the borrowers themselves. The small business owner who mentions his insurance went up again. The commercial landlord who's quietly asking about options. The entrepreneur who built something real and is now wondering if the system that helped him build it will work with him through a rough stretch.

That's not noise. That's intelligence.

By: Sandy Fernandez-Fortun

ISSUE 10

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