FBF Magazine Issue 12

JUNE/ JULY 2026 ISSUE 12

MAGAZINE MAGAZINE

JUAN P. ESTERRIPA PRESIDENT GOBA CAPITAL

FOCUS 305 SMILES & SONRISAS

FEATURED SPEAKER RODOLFO LLEONART

EXECUTIVE VICE PRESIDENT, MANAGING DIRECTOR FIRST AMERICAN BANK

DANIEL MARTINEZ

CO-FOUNDER EVP & CHIEF BANKING OFFICER BANKMIAMI

FBF COMMUNITY IMPACT

2ND ANNUAL ANCHORS OF HOPE BEACH BANQUET BENEFITING THE FLORIDA KEYS CHILDREN’S SHELTER

FLORIDA BANKING FLORIDA BANKING FORUM FORUM

CAFECITO CON YESENIA WITH EDDY ARRIOLA FOUNDER & CEO ARRIOLA & CO.

TABLE OF CONTENTS

01

FBF magazine

Table of Contents

1

Our Team

2

A Letter From Our President

3

Building Bridges to Capital - Juan P. Esterripa

6

At the Forum

10

From the Publisher

14

Industry Leaders

15

Staffing in Today’s Market: A New Reality for Miami’s

18

02

Banking Industry Team New Edge Associates Networking Involvement

22

Maybe is where Growth Begins

24

FBF Lunch with Daniel Martinez

26

03

FBF Lunch with Rodolfo “Rudy” Lleonart

30

Focus 305 - Smiles & Sonrisas

34

Monthly Spotlight - Accounting to Scale

36

Stress & Mental Health in the Workplace

38

Banks Are Back: The Return of Commercial Real Estate

40

Lending

Cafecito Con Yesenia Presents: Eddy Arriola

44

FBF Community Impact: 2nd Annual Anchors of Hope Beach

46

Banquet benefiting the Florida Keys Children’s Shelter Hard Hats & High Heels 11th Annual Cocktail Reception &

48

Silent Auction 2026 The Myth of the Disloyal Banking Customer

50

04

Why Customers Leave Their Money Before They Leave Their Bank

ISSUE 12

WWW.FLORIDABANKINGFORUM.COM

FBF MAGAZINE

01

FBF magazine

OUR TEAM MAY/ JUN 2026 ISSUE 12

PUBLISHER

EVENT DIRECTOR

NORMAN ISAZA

NICOLE ISAZA DIGITAL CONTENT COORDINATORS

EDITOR - IN - CHIEF

JORDAN KETTINGER

CARLOS JARA

JACK REED

CONTENT DIRECTOR

OUR CONTRIBUTORS

YESENIA MORENO

MELANIE ISAZA NORMAN ISAZA

MANAGING EDITORS ISABELLA MENDES

PHOTOGRAPHER

MICHAEL GIRON

EDUARDO MENDEZ

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

DR. CLAUDIA URIBE Director @ Miami-Dade County Fair | Mental Health Therapist | Professor at University of Miami

SANDY FERNANDEZFORTUN Senior Vice President, Retail and Business Banking Manager at Intercredit Bank

ALEX SOTO Senior Vice President, Head of Premier Banking at Grove Bank & Trust

LISSETTE REYES Head of Marketing and Inside Sales Contributing Writer

ISSUE 12

WWW.FLORIDABANKINGFORUM.COM

FBF MAGAZINE

02

Letter from our President & CEO Dear Friends of the Florida Banking Forum, In every corner of our industry, we talk about technology, regulation, capital, and competition, but again and again, our greatest differentiator comes back to one simple word: people.

As banks and financial institutions navigate consolidation, growth, and succession, the quality of the talent we bring into our organizations will shape not just our balance sheets, but our culture and our reputation in the communities we serve.

That is why a good referral has never mattered more.

Across industries, referred candidates consistently arrive more aligned, ramp up faster, and stay longer than those sourced through traditional channels. When a respected colleague, client, or partner puts their name behind a professional, they are not simply passing along a résumé— they are vouching for character, judgment, and cultural fit. In banking, where trust is our currency, that endorsement carries tremendous weight.

My encouragement to you is this: treat your referrals as a strategic asset. Be intentional about whom you recommend, and clear about why you are doing so. Take the time to understand not only a candidate’s credentials, but the culture and mission of the institution you are sending them to. And within your own organizations, consider how you can formalize and reward high quality referrals, turning your entire workforce into a thoughtful, values-driven recruiting engine.

As we continue to “build the future of banking” in Florida, one relationship at a time, I am convinced that our most impactful hires will not come from anonymous postings, but from trusted voices in our own community. Thank you for being part of that community, and for the role you play in shaping the next generation of leaders in our industry.

Warm regards,

Referrals also help us compete in a tight talent market.

Studies continue to show that structured referral programs shorten time-to-hire, lower recruiting costs, and improve retention, allowing organizations to build stronger teams with fewer resources. For community and regional banks that may not have the luxury of large in house recruiting departments, a robust referral culture can be the difference between constantly “backfilling” roles and steadily building a high-caliber, committed team.

At the Florida Banking Forum, we see this dynamic at work every time we gather. Our luncheons and events are filled with introductions that turn into opportunities, and conversations that evolve into career moves, board appointments, and strategic hires. The room itself has become a living referral network bankers, advisors, service providers, and community leaders connecting one another with the right people at the right moment. That is not an accident; it is the natural outcome of a community built on relationships and mutual trust.

Yesenia Moreno ISSUE 12

WWW.FLORIDABANKINGFORUM.COM

FBF MAGAZINE

03

305.594.0470

sales@barlop.com

www.barlop.com

®

Building Bridges

‌to Capital From Commercial Banking Leader to Private Credit Innovator. The Banking Journey of Juan P. Esterripa

ISSUE 12

WWW.FLORIDABANKINGFORUM.COM

FBF MAGAZINE

06

For more than twenty‑five years, Juan P. Esterripa has been a quiet but powerful force in Florida’s commercial banking landscape. His name is well known across Miami and South Florida boardrooms, where he has built a reputation for pairing deep credit expertise with an unwavering commitment to client relationships and community impact. Over a career that has spanned many of the region’s most active institutions, Esterripa has helped shape commercial and corporate banking franchises while mentoring teams that serve the middle‑market and corporate sectors.

ISSUE 12

WWW.FLORIDABANKINGFORUM.COM

FBF MAGAZINE

07

Esterripa’s leadership journey began at Mercantil Commercebank, N.A. (now Amerant), where he rose to Senior Vice President and Head of the Middle Market Division from 2006 to 2009. In that role, he led lending efforts for mid‑sized companies, focusing on relationship‑driven solutions and thoughtful risk management. He later became Senior Vice President and Chief Lending Officer at Pacific National Bank, from 2009 to 2010, further sharpening his credit and portfolio‑management acumen.

“You don’t need a title to be a leader” - Juan P. Esterripa

That trajectory culminated in April 2023, when Amerant Bank appointed him Senior Executive Vice President and Chief Commercial Banking Officer. At Amerant, he led commercial banking, commercial real estate, syndications, specialty finance, and treasury management, while driving business development and profitable growth across the institution. It was a role that drew on his full toolkit: strategy, credit, leadership, and a nuanced understanding of the South Florida business community.

He continued to expand his responsibilities as Senior Vice President at Capital Bank beginning in 2010, then as Executive Vice President at Stonegate Bank from 2012 to 2013.

Between 2013 and 2017, Esterripa served as SVP and Corporate & Commercial Banking Manager at BankUnited, N.A., where he managed the bank’s largest commercial book of business. That assignment underscored both his production capabilities and his ability to lead complex, high‑performing teams in competitive markets.

ISSUE 12

In 2016, Esterripa joined City National Bank of Florida as Executive Vice President and Wholesale Banking Executive. There, he oversaw a broad portfolio of wholesale banking activities, deepening his experience across corporate, commercial, and real estate banking. His work at City National further cemented his reputation as a leader who blends disciplined credit management with a strong focus on understanding each client’s business model and growth needs.

WWW.FLORIDABANKINGFORUM.COM

FBF MAGAZINE

08

In 2025, Esterripa turned to a new chapter as President of Goba Capital, a private‑credit and asset‑based financing firm headquartered in Miami. The move reflects his entrepreneurial mindset and his conviction that alternative capital providers play a critical role for companies that may not fit traditional bank underwriting frameworks. At Goba Capital, he is responsible for setting strategy, leading business development, and steering the firm’s growth.

Goba Capital focuses on helping growth‑oriented companies unlock liquidity from their assets so they can invest, execute, and scale. The firm structures customized facilities—typically ranging from about 3 million to 100 million dollars, and in some cases higher—including receivables financing, working‑capital lines, and real estate bridge loans. By concentrating on asset‑based lending and private credit, Goba Capital serves businesses often underserved by conventional lenders, particularly those involved in international trade, in‑transit inventory, and complex supply chains. In many ways, Esterripa’s role there is a natural evolution of a career dedicated to getting capital to where it can make the greatest difference.

Beyond his day‑to‑day responsibilities, Esterripa brings advanced executive education as a graduate of the Harvard Business School executive management program. He has been equally committed to service outside the office, having served on the boards of Big Brothers Big Sisters of Miami and the March of Dimes. On a personal note, Juan is married to fellow banking professional Mercy Montavo, and together they have three college‑age children—Andrew, Julian, and Carolina—who represent the next generation of leaders his work ultimately supports.

ISSUE 12

WWW.FLORIDABANKINGFORUM.COM

FBF MAGAZINE

09

FBF PRESENTS: THE PERFECT PLACE

ISSUE 12

WWW.FLORIDABANKINGFORUM.COM

FBF MAGAZINE

10

AT THE FORUM TO EXCHAGE IDEAS

ISSUE 12

WWW.FLORIDABANKINGFORUM.COM

FBF MAGAZINE

11

ISSUE 12

WWW.FLORIDABANKINGFORUM.COM

FBF MAGAZINE

12

ISSUE 12

WWW.FLORIDABANKINGFORUM.COM

FBF MAGAZINE

13

From From the the Publisher Publisher Dear Readers, As publisher of the Florida Banking Forum, I have the privilege of watching our community banking sector evolve in real time. Over the past few years, the growth of AI across our industry has been nothing short of staggering.

What began as pilot projects and isolated use cases has quickly matured into core capabilities from smarter underwriting and enhanced fraud detection to more personalized customer engagement and streamlined backoffice operations.

For community banks, this shift is especially significant.

Historically, many of these tools were reserved for only the largest institutions, requiring deep pockets and dedicated technology teams. Today, however, scalable AI solutions are increasingly accessible to banks of all sizes, allowing community institutions to leverage data and automation in ways that would have been unimaginable just a decade ago. This levels the playing field, enabling local banks to offer the kind of seamless, insight-driven experiences that customers now expect.

But the importance of AI goes far beyond efficiency. Used thoughtfully, AI can free our teams from repetitive tasks and allow bankers to get back to what they do best: building relationships, advising clients, and supporting local businesses. The future impact of AI in the community bank space will be measured not only in basis points and cost savings, but in the quality of the human interactions it makes possible. When routine processes are automated and insights are more precise, bankers can spend more time listening, problem-solving, and being present in their communities.

Of course, this transformation comes with responsibilities.

Governance, data quality, model risk management, and ethical use of AI will remain central themes for every institution that embraces these tools. Community banks, in particular, must ensure that innovation never comes at the expense of fairness, transparency, or trust the very foundations on which their franchise value rests. The challenge before us is to pair cutting-edge technology with the values that have always defined community banking: prudence, integrity, and service.

At the Florida Banking Forum, our commitment is to help you navigate this new era with clarity and confidence. In the months and years ahead, you will see more coverage devoted to AI real world case studies, practical insights, and conversations with leaders who are already putting these tools to work in responsible and inventive ways. Our goal is not to celebrate technology for its own sake, but to explore how it can strengthen the institutions that anchor our local economies.

The future of AI in community banking is not something happening “out there.” It is unfolding right here in Florida in your branches, your boardrooms, and your communities.

I am excited to walk that journey with you and to continue using these pages to showcase how our banks are turning innovation into impact.

Kind regards,

ISSUE 12

WWW.FLORIDABANKINGFORUM.COM

a z a s I n Norma FBF MAGAZINE

14

PRESENTS FBF PRESENTS INDUSTRY LEADERS INDUSTRY LEADERS ANGIE WALTERSON ANGIE WALTERSON

Senior Vice President and Marketing Manager at First State Bank

Angela “Angie” Walterson serves as Senior Vice President and Marketing Manager for First State Bank, where she leads the bank’s strategic marketing, brand development, and community engagement initiatives. With more than three decades of experience in financial services marketing, Angie is known for her ability to blend data‑driven strategy with authentic relationship‐building— strengthening the bank’s presence throughout South Florida and elevating its reputation as a trusted community partner.

Since joining First State Bank in 1997, Angie has overseen major brand campaigns, digital marketing transformations, and community outreach programs that have expanded the bank’s visibility and deepened customer loyalty. Her leadership reflects a commitment not only to organizational growth but also to the people and communities the bank serves.

SHAUN ZAK SHAUN ZAK MORAGA MORAGA

Vice President of Risk and Information Security

at United Data Technologies Shaun Zak Moraga is Vice President of Risk and Information Security at United Data Technologies, where he helps organizations strengthen cybersecurity programs, manage technology risk, and align security with business priorities. With over 15 years of experience across financial services, public sector, education, and regulated industries, Shaun advises executives and boards on cyber resilience, compliance, emerging threats, and practical risk reduction. Prior to UDT, he served as Chief Information Security Officer and previously as an IT and Cybersecurity Audit Manager, supporting cybersecurity strategy, regulatory alignment, business continuity, and risk management initiatives. Shaun serves as a Board Member of the South Florida Banking Institute and previously chaired FIBA’s Operations and Technology Committee. He holds a B.S. in Information Systems and Cybersecurity and graduated valedictorian with academic honors.

ISSUE 12

WWW.FLORIDABANKINGFORUM.COM

FBF MAGAZINE

15

Thynk Unlimited

www.reallygreatsite.com @reallygreatsite

Insurance As Personal As Your Assets

Isis Garcia, ACSR Vice President - Private Client Specialist

O (305) 714-4448 | C (786) 553-5099 | F (305) 248-8543

Staffing in Today’s Market: ‌ New Re‌ A Rea ality lity for Miami’s Banking Industry Miami’s banking industry has long been a gateway between domestic markets and global commerce, but in today’s environment, one challenge is standing out across institutions of every size: finding and keeping the right talent.

Turnover in key client-facing roles, such as relationship managers and branch leadership, can have direct revenue implications. Beyond lost productivity, turnover disrupts customer relationships and institutional knowledge.

As economic conditions shift, customer expectations evolve, and digital transformation accelerates, staffing is no longer just an HR function. It has become a strategic priority that directly impacts growth, customer experience, and competitive advantage.

To address this, leading institutions in Miami are:

A Tight and Evolving Talent Market Banks across South Florida are operating in one of the most competitive talent environments in recent history.

Unemployment remains relatively low, and skilled professionals, particularly in areas like commercial lending, compliance, relationship management, and digital banking, have more options than ever before.

In Miami specifically, the challenge is amplified by: Continued population growth and migration into the region Increased demand from fintech firms and non-traditional financial players Rising salary expectations driven by cost of living increases The result is clear: talent is both scarce and highly mobile.

The Shift from Hiring to Retention While hiring remains a priority, many banking leaders are realizing that retention is the real battleground.

Investing in clearer career paths and internal mobility Offering more competitive and flexible compensation models Focusing on leadership development at all levels Retention today is not just about compensation. It is about creating a workplace where employees see a future.

Digital Skills Are No Longer Optional As banking becomes increasingly digital, the skill sets required are rapidly changing.

Miami banks are competing not only with other financial institutions but also with: Fintech startups Technology companies Remote employers hiring talent across state lines Roles in data analytics, automation, CRM systems, and AIdriven customer engagement are becoming essential.

However, sourcing this talent externally can be costly and time-consuming.

Many organizations are shifting toward: Upskilling and reskilling existing employees Embedding digital training development programs

into

onboarding

and

Partnering with vendors and platforms to accelerate learning The future workforce in banking will require a blend of financial expertise and digital fluency.

ISSUE 12

WWW.FLORIDABANKINGFORUM.COM

FBF MAGAZINE

18

Even in roles that require in-person presence, such as branch operations, flexibility can show up in: Scheduling Career progression opportunities Investment in employee well-being

Culture is no longer a nice to have. It is a core differentiator in the talent market.

Looking Ahead: A More Strategic Workforce Model Rethinking the Role of Inside Sales and Support Teams

Staffing in Miami’s banking sector is undergoing a fundamental transformation. The institutions that will thrive are those that treat talent strategy with the same rigor as financial strategy.

Another notable trend in today’s staffing model is the rise of inside sales and centralized support teams.

Key focus areas moving forward include:

Rather than relying solely on traditional branch-driven models, banks are: Leveraging inside sales teams to generate and qualify leads Using digital tools and AI to enhance outreach and customer engagement Supporting branch managers with appointment-setting and pipeline development This model allows banks to scale efficiently while keeping relationship managers focused on closing and deepening client relationships.

In a high-cost market like Miami, this hybrid approach is proving to be both cost-effective and performance-driven.

Culture, Flexibility, and Purpose Matter More Than Ever

Building a blended workforce of human and AI-enabled capabilities Developing talent pipelines proactively, not reactively Aligning staffing models with evolving customer journeys Strengthening partnerships between HR, marketing, and sales functions

In this new environment, staffing is not just about filling roles.

It is about building a scalable, adaptable engine that drives growth.

Final Thought Miami remains one of the most dynamic banking markets in the country. With that opportunity comes competition, not just for customers, but for people.

The organizations that win in today’s market will be those that recognize a simple truth: their people are not just part of the business. They are the business.

Today’s workforce across generations is placing increasing importance on: Flexible work arrangements Inclusive and collaborative cultures A clear sense of purpose and impact

While banking has traditionally been seen as structured and location-bound, institutions that adapt to these expectations are finding greater success in attracting and retaining talent.

LISSETTE REYES CONTRIBUTING WRITER

ISSUE 12

WWW.FLORIDABANKINGFORUM.COM

FBF MAGAZINE

19

Solutions that work as hard as you do.

Rooted in the communities we serve, our relationship focused bankers are empowered to make decisions locally and deliver sophisticated products and services that rival our larger competitors.

SouthState understands the complexities of your business and we’re ready to Bank Miami-Dade Forward.

2 Alhambra Plaza • Coral Gables, FL • 786.362.8560

SouthStateBank.com•Member FDIC

Team New Team New Edge Edge Associates Associates

ISSUE 12

WWW.FLORIDABANKINGFORUM.COM

FBF MAGAZINE

22

Networking Networking Involvement Involvement

ISSUE 12

WWW.FLORIDABANKINGFORUM.COM

FBF MAGAZINE

23

Banking Beyond the Balance Sheet By : Alex Soto Contribuitiing Writer

MAYBE IS WHERE GROWTH

B‌egins B egins If we’re honest, most of us have a default response to new opportunities, challenges, or requests: “No.” “No” feels safe. It protects us from risk, discomfort, and potential failure. It’s clear. It’s decisive. It gives us control.

But every time we say no, we may also be closing the door to growth, learning, unexpected possibilities, and solutions we haven’t even considered.

Now imagine replacing that automatic “No” with a “Maybe.”

“Maybe” doesn’t overcommit you. It doesn’t guarantee success. It doesn’t promise the outcome.

But it keeps the door open.

It creates space for curiosity.

It allows room for exploration.

It invites new conversations, new skills, and new perspectives.

SVP, Head of Premier Banking Grove Bank & Trust

But we shouldn’t default to it simply because it’s easier or more comfortable.

The next time you’re tempted to say “No,” pause and ask: Could a “Maybe” lead to growth?

Could it spark a new connection?

Could it stretch me in ways I need?

Growth rarely happens in the comfort of certainty.

It happens in the space between Maybe and Yes.

“Maybe” shifts us from fear-based decision making to possibility thinking.

“Maybe” shifts us from fear-based decision making to possibility thinking.

Over time, those small “Maybe” moments compound. They lead to relationships we wouldn’t have formed, experiences we wouldn’t have had, and breakthroughs a flat “No” would have prevented.

This doesn’t mean there’s no place for “No.” There absolutely is.

ISSUE 12

WWW.FLORIDABANKINGFORUM.COM

FBF MAGAZINE

24

Your Life,

Your Kind of Checking Every moment matters. That’s why we designed our checking solutions around your schedule, not ours.

Deposit checks from anywhere. Transfer money in seconds. Check balances whenever.

Try everyday banking built for you.

Open a checking account today!

305.577.6000 | 1firstbank.com/fl Member FDIC. All products and services are available only in Florida and subject to Terms and Conditions that can be found in the account disclosure document provided at the opening of the account. Certain restrictions apply.

B220 (2/26)

Daniel Martinez Co-Founder EVP & Chief Banking Officer BankMiami

I'm at a stage in my career where it's not just about money, but it's about being happy, genuinely satisfied. I look forward to coming into work. They’re not colleagues. These are my family.

F B F ISSUE 12

Starting a de novo bank is no small feat. What gave you the confidence to take that leap?

So I've been blessed to have been part of 2 bank sales, and when you’re an equity partner in the bank, to me at least, that's a very contagious thing.

You're truly an owner. You see the impact you have. When you're part of a small bank, you're able to see the needle move by your contributions to the company. And that, to me, has always been meaningful. When Professional Bank sold, Mary had this bright idea to jump into this business and build a plan. And I looked at her like, are you crazy? But then, you know, I stopped and I'm like, I don't want to work for a big bank. That's just not for me.

There's nothing wrong with the big banks, but it's not what I wanted to do.

And there were a couple opportunities to consider, for me personally, but after a lot of consideration, a lot of meetings that took place…just understanding and digesting that we had this amazing company that, I don't think it's a secret in Miami, but we didn't want to sell. We weren't ready to sell, right? And, you know, Mary just ingrained that in me and said, we could do this. And I'm like, you know what? At the time, I was 54, and I was like, okay, I got one more left in me. And then I committed, and I'm like, you have me. I'm in. No matter what it takes, we're going to see this through the finish line. And it was really her idea. This was not my idea of starting a bank. I just thought, all right, we've gotta go find jobs. So I thank you for that crazy idea you had, because we’re having a blast.

WWW.FLORIDABANKINGFORUM.COM

FBF MAGAZINE

26

Take us back to the beginning. How did you get started in community banking?

That was actually by accident, to be honest with you. So, many of you in this room know me well, you know my history, and you know a little bit of my family history. My father was a very well-respected banker in this community. A few of you have worked with him in the past, you know, early on in your careers. I actually wanted to be a firefighter. I did go to fire college and, you know, when I got back from fire college, it was a very difficult market and industry to get into. So I realized, okay, I gotta continue with my studies. And I have 2 older brothers and one of my older brothers called a friend of his who was at Citibank at the time, and he said, hey, my little brother needs a job. And his name's Alex Adams, maybe some of you know him from Northern Trust. And he said, bring them to me. He hired me as a teller. So I started my community banking, I think, in one of the best positions you could start at a bank, which is the teller, because you really learn how the bank operates and how things function and the pressures that come with that. So I was in the Doral office and Rudy and I started there at the same time back in 1992. We were still using microfiche.

As a teller at those headquarters, it was over 1,700 transactions a day so we had the pressure of balancing at the end of the day, but I think that helped me build myself and my confidence like, okay, I like this, and as many of you know, I do like to talk. So they realize, shortly within 6 months, that this guy needs to be on the platform. So I got the opportunity to go to the consumer side and work with individuals opening up a relationship with Citibank at the time. Did that for about 8 or 9 months and they moved me into new business development. I shortly realized, I like this, and I'm pretty good at it. So I got a great opportunity then to move to Union Planters. I think that's where my career really started where I said, okay, I can do this. I can make banking a career for myself.

ISSUE 12

What mindset helped you grow as a leader?

So the mindset I've always approached is curiosity and ownership. As a young banker, I always wanted to know and be curious, whether it was my job function or not. I always went above and beyond as a teller, as a consumer banker, as a business banker, I would always try to find ways to expose myself to upper management, be seen. I had no title. I had to earn that, right? And the only way to do it was act like you've been there, act like you belong. But stay under the radar enough that, you know, that the leadership at the time recognizes that, hey, this is the future of banking of this company or just the industry in general. So I think the mindset of curiosity and ownership were very important early on for me to excel in this industry.

I think, in one of the best positions you could start at a bank, which is the teller, because you really learn how the bank operates and how things function and the pressures that come

WWW.FLORIDABANKINGFORUM.COM

with that.

FBF MAGAZINE

27

If you could go back and give your younger self one piece of advice, what would it be?

I gotta tell you that, honestly, if I look back now, I'm very happy where I'm at. I’m very satisfied. Things change and evolve through your career. In your 20s, you're thinking position, you're thinking, you know, how do I elevate myself, and then you get into your early 30s and you're also thinking about money, and, you know, I'm at a stage in my career where it's not just about money, but it's about being happy, genuinely satisfied. I look forward to coming into work. They’re not colleagues. These are my family. I've been with most of you on average of 10 to 12 years together, and some even longer. We come in, we have fun, we're building an amazing culture at BankMiami. And I gotta say, selfishly, I'm sorry, but we have the coolest logo in Miami right now. We do. I'm sorry. But it's, you know, having fun and building something together, and controlling our own destiny is something that I think we're all enjoying right now. We're having a really good time. You know, for the young folks, if you're going into finance or marketing or business, my advice would be, and this would be something I would change, I would get my degree in accounting. Because with the accounting degree, you can do everything. You can work in the private sector. You can work in the public sector. You can work for yourself, you can work for a bank, a hospital, whatever you wanna do. That’s one of the few degrees that allows you to do just about anything, including running a bank with a bunch of misfits like us.

Outside of banking, what keeps you grounded?

My family, I would say. My wife, she's an amazing partner. And my daughters, you know, they put things in perspective and when you look at life and what life throws at us, one of the biggest challenges we had when we were opening this bank, if you would have asked me that, I would have said, wow, the capital. There's some of you that are going through this now, right? Raising capital is not easy. You kiss a lot of frogs, you have people that come up to you and tell you: “That's a great idea. I love it!” And then you finally sit with them and…crickets, right? And nothing happens. So, to me, looking back now and to see what David, Mary, myself, and a team, to a certain extent, were part of that, to be able to raise shy of $40 million.

I wake up sometimes like, oh, I can’t believe we did that. So, you know, I think building what we're building right now is something I'm truly enjoying and we're having fun doing that.

What advice would you give young professionals looking to grow within community banking?

I think it would be: stay curious. Expose yourself, know where you're at in the room, and what your role is in that room.

There's nothing wrong with being hungry. I still am. And one thing, I'm starting to see it happen more and I'm happy about that, I think you need to be back in the office. I think it's important to be around your senior leaders at your company and see how they act and what they're doing. When they're talking about deals, if it's a deal that fell through the cracks, why did it fall through the cracks? It's important to understand the ‘why’ of decisions that a bank makes. I think you miss something when you're fully remote. So, again, just the timing of the era, you know, we had to be in the bank every day, and you got to see folks around you and be like, I want that role. I want to know what he's doing. I like credit or, you know what, I like sales more. And you only do that by being in the bank. So I would tell you, build relationships. That, at the end of the day, is what makes, at least the position that I'm in, and many of you in this room that I compete with on a friendly level, are the relationships that we carry and we have, right? People don't necessarily bank with the institution. They bank with bankers. Again, this is a people business. So if you have strong relationships and you are someone your clients can trust, rely on, you have a client for life. And that doesn't mean you’re gonna be able to do everything for that client. A lot of clients have, you know, multiple relationships and that's okay because we're not going to be able to do it all. It’s not in our cards. So those strong relationships are something I encourage. These young people are going to be our future bankers. These are the people that, one day, I'm gonna work for maybe, right? And that's okay. There's nothing wrong with that, because you've gotta pass the baton at some point.

“People don't bank with institutions. They bank with bankers.”

ISSUE 12

WWW.FLORIDABANKINGFORUM.COM

FBF MAGAZINE

28

Rodolfo Lleonart Executive Vice President, Managing Director First American Bank

“I learned what I say is the good, the bad, and the ugly. That all taught me how to generate relationships, keep relationships, and take care of those relationships of the heart.”

F B F ISSUE 12

Rudy, what brought you to banking in Miami, and how has this market shaped your leadership style?

Well, nothing really brought me to banking in Miami. I was born and raised here. I landed in banking. Funny enough, I come from a family background where my father and uncle were successful businessmen in the restaurant and liquor business, so I grew up in that type of environment. At some point when I was going to college, my father and his brother actually wanted me to go to law school but I ended up in finance. Well, my father later spoke to Abel Holtz, who owned Capital Bank back then, and said, “Hey, my son wants a job” and I got hired as a teller in the retail side for Capital Bank. So that started my banking career.

WWW.FLORIDABANKINGFORUM.COM

FBF MAGAZINE

30

Florida is a relationship-driven market. How has that influenced the way you lead and build trust?

I'll say that one of the reasons why I've been successful as a banker and so relationship-driven is I was lucky enough to have 3 main mentors in banking. All 3 were very different from one another. In my early years, I had Ana Dominguez, who actually retired from First Citizens Bank. She showed me business development skills and customer relationships. Then, when I ran City National Bank’s Treasury Department, I worked for Leonard Abess, who truly taught me and mentored me in the sense of what it is to support your employees, work hard with your employees, because you're only as good as your team. And then I have a third mentor, Mehdi Ghomeshi, which was an entire extreme which showed me the good, the bad, and the ugly. You know, it was a bank where we raised incredible capital in 2004 and we did some incredible things, all good, and then we got hit in 2008 with the economic downturn, which affected us in a negative way. So, thanks to him and his mentorship, I learned what I say is the good, the bad, and the ugly. That all taught me how to generate relationships, keep relationships, and take care of those relationships of the heart.

What keeps you up at night when you think about this market?

What really keeps me up at night is something that’s actually exciting but scary at the same time, which is the evolution of AI. I think AI is gonna do some great things. It’s learning incredibly quick. I think it’s gonna help, not only banks, but organizations in so many ways. I also believe AI is a danger when it comes down to fraud, when it comes down to impersonating individuals in your company, impersonating customers. So, that’s one of the items that really keeps me up at night. I’m excited about it, while at the same time, knowing the risks that come with it.

“I think one of the challenges that I have, that I think about a lot, is the recruitment and retention of good employees.”

What has been your biggest leadership challenge, specifically with the changing times here in Florida?

I think one of the challenges that I have, that I think about a lot, is the recruitment and retention of good employees. You know, Miami has changed quite a bit. It’s a completely different living and work environment. Miami is now the most expensive housing market in the country. I think we’re number 1, along with New York, and Beverly Hills or LA. The salaries, although they’ve come up to par, they’re not at the levels they should be competitively. I believe that’s across banks. That is one of the challenges, because you wanna keep and retain the good employees you have. You wanna have the performers grow within the organization.

ISSUE 12

WWW.FLORIDABANKINGFORUM.COM

FBF MAGAZINE

31

What does community mean to you in a market as diverse as Florida?

I think we're just we're really just one big community. Yes, we have the Cuban-Americans, Venezuelan-Americans. We got the Afro-Americans. I guess we have a few Anglos left. It’s really a melting pot. Every community does things a little bit different, but when it comes down to the banking business, it’s pretty much all the same. We are one community and that community is the Miami community.

Miami is known for its unique business environment. How is doing business here different from other markets?

Community banking in Florida feels very personal. How do you stay connected to your clients and your community as an EVP? I think I made that decision a long time ago. I saw as I started growing in banking from, again, a teller to an executive position, I went across a lot of executives and individuals in the banking industry that were very good and very customercentered. I also saw other executives that, once they got to that certain level, they actually detached themselves from the customers. I think that's a very big mistake. I think that, what I've done, is that I continue to have those customers that I have from my Capital Bank days to the City National Bank days that I've been honored to have them continue to follow me from institution to institution, and that I truly, truly respect, admire, and love the trust that they have in me. That, in itself, is very important because I will never ask my team to do something that I don't do. Our bank customers have come to me, even though I have branch individuals or treasury management or international, they'll come to me. I get myself involved. I never lost touch with that client.

So I've only worked really in the Miami market, but I could speak on how Miami is a very entrepreneurial environment.

Brian Hagan is here, who runs our commercial and wealth management areas for First American, and he can attest to this. He's been with the bank for 40 years and he’s a transplant out of Chicago. And one thing that he's been a big supporter on with our initiatives here, is that what other areas, other cities, other states don't understand, that Miami especially, is a very entrepreneurial environment. You have someone that, say, an attorney who can have a real estate portfolio and own restaurants and be in the restaurant business. You go across the board with anybody with a certain line of business that they concentrate on, or have 2 or 3 different businesses. While in other areas of the country, you'll have individuals that have a certain business and they only dedicate themselves to that. That's a learning curve I think First American learned a few years ago, the different environments, especially when it comes down to the lending aspect.

“I get myself involved. I never lost touch with that

Can you share an example of how your bank has made a meaningful impact locally?

client.”

We are a super community bank. We're $8 billion in assets and around $6 billion on the wealth side. I think what we've done well is that they come into an environment, into a market that, at that time they were not aware of, and they listen to the people. They listen to us. They listen to what we do differently. And then we have some great commercials on radio. So, those commercials are always talking about our residential loans and opportunities, and I get a lot of compliments about that, but definitely the impact is that they continue with some of the things that we've done as a community bank, being Continental National and Bank of Coral Gables, which was our first purchase, as well as continuing with the First American bank philosophy.

ISSUE 12

WWW.FLORIDABANKINGFORUM.COM

FBF MAGAZINE

32

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 A LEGACY OF SMILES: ‌ r. Jose Gurevich’s‌ Dr. D Gurevich’s Commi ‌C ommi‌ttment ment to Exceptional Dental Care A PRACTICE BUILT ON FAMILY VALUES For more than 35 years, Smiles & Sonrisas (Dr. Jose Gurevich) has provided communities throughout Miami and abroad with some of the best dental care available.

“What sets us apart from other practices is how we treat people,” Dr. Gurevich explains. “We are a family and this is our home.”

True to its family-oriented nature, the modestly sized dental practice is stationed in what was once a residential home on Bird Rd. that was repurposed as a dental Oral surgery in the late 1960s. Gurevich took over and remodeled to a general practice in 1992.

Dr. Jose Gurevich Founder & CEO

THE STORY BEHIND SMILES & SONRISAS Some might say Gurevich was destined for dentistry. In high school he was given the nickname “Smiley” because of his positive

ISSUE 12

disposition and happy expression. He chose to give his practice the name of Smiles & Sonrisas because it simultaneously captured his spirit and South Florida’s vibrant, multicultural essence.

WWW.FLORIDABANKINGFORUM.COM

FBF MAGAZINE

34

Creating Healthy Smiles Across Generations A DIFFERENT KIND OF DENTAL EXPERIENCE

MAKING DENTAL CARE ACCESSIBLE

Smiles & Sonrisas is committed to providing dental services to all people regardless of their means. Whether a patient has or does not have dental insurance. For those who do not have dental insurance Smiles & Sonrisas has developed a savings plan. For an annual fee of less than $400.00, patients receive two dental cleanings, two full exams, one set of check-up xrays and one fluoride treatment or an oral cancer screening.

Studies have concluded that a person’s oral health is directly related to her or his overall wellbeing, but many put off going to the dentist because of financial reasons.

Smiles & Sonrisas provides a full spectrum of services for the entire family, teeth whitening, implants, gum treatments, crown, Botox®, Invisalign®, are just some of the many treatments that we provide.

Original and reproduced artwork placed along the hallways begets a serene, warm environment.

An appointment at Smiles & Sonrisas is like no other. Gurevich points out. “We don’t have a waiting room; we have a lobby/reception room, the longest you’ll wait is five minutes. We value your time, and that is just one of the many things that sets us apart,” Gurevich points out.

“We want you to be healthier,” Dr. Gurevich said.

“I understand that some medical bill can be overwhelming, but with this savings plan I am getting my patients to commit to coming in and taking care of their health, which is a reward for me. If you’re coming in, you are healthier, and if you are healthier, I am happier.”

VISIT SMILES & SONRISAS Smiles & Sonrisas Family Dentistry is located at 6000 Bird Rd. For more information, visit www.smilesinmiami.com or call 305-665-5525.

ISSUE 12

WWW.FLORIDABANKINGFORUM.COM

FBF MAGAZINE

35

Monthly Spotlight From Humble Beginnings to Remarkable Growth: The Entrepreneurial Spirit Behind Accounting to Scale Tiffany Gonzalez, CPA, is the founder and CEO of Accounting to Scale, a Miami-based accounting and advisory firm dedicated to helping business owners achieve financial clarity, stronger cash flow, and sustainable growth. A Florida-licensed Certified Public Accountant, Tiffany holds a Bachelor of Business Administration in Accounting from the University of Miami and a Master of Science in Taxation from Florida International University.

Born and raised in Miami to Cuban immigrant parents, Tiffany's entrepreneurial spirit was shaped by her family's story of sacrifice and perseverance. One of her greatest inspirations is her father, who came to the United States from Cuba on a raft in search of opportunity and a better future. Growing up in Hialeah, Tiffany began working at just 14 years old and developed an early appreciation for hard work, responsibility, and determination.

Her interest in accounting was sparked by her aunt, a CPA whose professional success and lifestyle left a lasting impression. Tiffany saw firsthand the impact that financial expertise could have on both businesses and families, inspiring her to pursue a career in accounting and ultimately build a firm of her own.

In 2014, Tiffany launched Accounting to Scale from her apartment with little more than a laptop, a vision, and a commitment to helping business owners succeed. What began as a one-person operation has grown into a thriving firm with a team of 15 professionals, the majority of whom are women. Today, Accounting to Scale serves clients across industries including real estate, construction, legal, healthcare, hospitality, professional services, and nonprofit organizations.

Tiffany's leadership and impact have earned significant recognition throughout South Florida. She has been named a South Florida Business Journal 40 Under 40 honoree, recognized as an Influential Business Woman, and helped lead Accounting to Scale to recognition as one of South Florida's Best Places to Work.

ISSUE 12

Tiffany Gonzalez Founder & CEO Beyond her professional accomplishments, Tiffany is deeply committed to her family. She is married to Daniel Gonzalez, Director of Business Development at Accounting to Scale, and together they are raising their two children, ages six and four, who remain her greatest source of pride and motivation.

Outside the office, Tiffany enjoys traveling, exploring new cultures, and has recently developed a passion for tennis.

Today, Tiffany continues to focus on helping entrepreneurs understand their numbers, make better decisions, and build businesses that create lasting wealth and opportunity for future generations.

WWW.FLORIDABANKINGFORUM.COM

FBF MAGAZINE

36

Daniel A. Gonzalez Director of Business Development Daniel A. Gonzalez is the Director of Business Development at Accounting to Scale, where he leads the firm's business development, community engagement, strategic partnerships, client experience, and marketing initiatives.

Since joining the firm in 2019, Daniel has played a key role in expanding Accounting to Scale's presence throughout South Florida, helping connect business owners with the financial clarity, resources, and relationships they need to grow with confidence.

recognized for his commitment to supporting local businesses and strengthening the South Florida business community.

A graduate of the Goldman Sachs 10,000 Small Businesses program, Daniel is passionate about helping entrepreneurs build stronger companies through trusted relationships and strategic partnerships. He believes that business growth begins with genuine connections and that success is created by consistently adding value to others.

Outside of work, Daniel enjoys exploring the world of wine, training in Brazilian Jiu-Jitsu, staying active through fitness, and traveling with his family. Above all, he is most proud of being a husband and father, dedicating much of his time to his wife Tiffany and their two young children, who remain the driving force behind everything he does.

Born and raised in Miami to Cuban parents, Daniel developed an appreciation for entrepreneurship, hard work, and community. He earned his degree in Marketing from Florida International University and spent nearly a decade building a successful career in sales before joining Accounting to Scale alongside his wife, founder and CEO Tiffany Gonzalez, CPA. Known for his relationship-first approach, Daniel specializes in creating meaningful connections that drive long-term business growth. He is actively involved in several organizations, including United Way Miami, BNI Biscayne Connection, Gentleman' Journal, the Coral Gables Chamber of Commerce, and Chamber South, where he is

ISSUE 12

WWW.FLORIDABANKINGFORUM.COM

FBF MAGAZINE

37

FBF MAGAZINE

HEALTH

STRESS & MENTAL HEALTH IN THE WORKPLACE Stress and mental health support are important in any busy industry, especially those with long hours, high workloads, tight deadlines, customer demands, or safety-critical responsibilities.

Key reasons mental health support is needed include: High workload and pressure: Bank employees frequently manage multiple tasks, strict deadlines, and performance expectations.

Customer-related stress: Handling customer complaints, financial concerns, and sensitive situations can be emotionally demanding.

Risk and compliance responsibilities: Errors can have significant financial and legal consequences, creating additional pressure.

Long hours and work-life balance challenges: Certain banking roles, especially in investment banking and corporate finance, may involve extended working hours.

Burnout prevention: Continuous stress can lead to exhaustion, reduced motivation, and lower job satisfaction.

Common approaches organizations use include:

Flexible scheduling where possible.

Access to counseling or employee assistance programs.

Mental health awareness training for managers and staff.

Regular breaks and encouragement of work-life balance.

Clear communication about expectations and priorities. employees

A healthy workforce helps banks maintain productivity, deliver better customer service, and create a more sustainable and supportive work environment.

ARE WORK RETREATS BENEFICIAL? Potential benefits of work retreats:

Reasonable workloads and staffing levels.

Creating a culture where comfortable seeking helps!

In the banking industry, stress and mental health support are particularly important because employees often work in a high-pressure environment involving financial responsibility, regulatory requirements, sales targets, customer service demands, and long working hours.

feel

Strengthen relationships and trust among colleagues.

Improve communication between teams and management.

Provide opportunities for professional development and leadership training.

Give employees a chance to step away from daily pressures and reflect on goals.

Increase engagement, morale, and a sense of belonging.

Potential drawbacks: If packed with meetings and mandatory activities, they may feel like work rather than a break.

Employees with family or caregiving responsibilities may find travel burdensome.

Retreats alone do not solve underlying issues such as excessive workloads, understaffing, or unrealistic performance expectations.

Some employees may find social activities stressful rather than restorative.

ISSUE 12

WWW.FLORIDABANKINGFORUM.COM

FBF MAGAZINE

38

FBF MAGAZINE

HEALTH

For banking organizations, retreats tend to work best when they: Have clear objectives (team building, strategy planning, training, or wellness).

Include a balance of structured activities and free time.

Are inclusive and employee needs.

considerate

of

different

Focus on meaningful interaction rather than constant presentations.

Complement broader mental health and wellbeing initiatives.

Research generally suggests that retreats can improve team cohesion and employee engagement, but they are most effective when combined with ongoing efforts to manage workplace stress and support mental health throughout the year. A retreat can be a valuable tool, but it is not a substitute for healthy dayto-day working conditions.

A few Examples of a good workplace retreat: Team-Building Retreat Improve trust and communication.

Goal:

The strongest retreats usually follow a 70/30 or 60/40 balance, where most time is devoted to meaningful activities, but enough free time is reserved for relaxation and informal conversations.

Employees often value unstructured time as much as the formal agenda.

Activities:

Problem-solving challenges and group exercises Outdoor team activities (hiking, ropes courses, scavenger hunts) Workshops on communication and collaboration Team dinners and informal networking Why it works: Employees build relationships outside their usual work roles, which can improve teamwork back in the office.

Wellness Retreat Reduce stress and support mental health.

Goal: Activities:

Mindfulness or meditation sessions Yoga or fitness classes Stress-management workshops Nature walks and relaxation time Sessions on sleep, nutrition, and work-life balance Why it works: Employees return feeling refreshed practical tools for managing stress.

and

with

Morning: Industry trends and strategy session

By: Dr. Claudia Uribe

Afternoon: Team-building activities Evening: Group dinner and informal networking

ISSUE 12

WWW.FLORIDABANKINGFORUM.COM

FBF MAGAZINE

39

FBF MAGAZINE

Finance

BANKS ARE BACK: The Return of Commercial Real Estate Lending

For the better part of the last three years, commercial real estate borrowers faced a dramatically different lending environment. Rising interest rates, regulatory pressures, capital constraints, and uncertainty surrounding property values caused many traditional lenders to pull back from commercial real estate lending.

As banks moved to the sidelines, private capital stepped in.

Debt funds, family offices, private lenders, and other alternative capital sources filled the void, often providing the financing necessary to keep transactions moving and projects alive. In fact, private credit became one of the fastest-growing segments of the commercial real estate capital markets as borrowers sought financing solutions that many banks were no longer willing to provide.

BANKS RE-ENTER THE MARKET Today, however, the landscape is beginning to change, and I have witnessed this firsthand.

Across Florida and throughout the country, banks are gradually re-entering the commercial real estate lending market. While the return is measured and underwriting remains disciplined, there is little question that banks are once again actively pursuing quality commercial lending opportunities.

According to David Pruna, Regional President of SouthState Bank, today's environment reflects a healthier and more sustainable lending approach than what existed prior to the market correction.

"Over the past few years, we saw a meaningful pullback from traditional banks in commercial real estate, which created space for private capital to step in and bridge the gap," Pruna explained. "Today, we're seeing a measured but clear return of bank activity, with institutions re-entering the market in a more disciplined and selective way."

DISCIPLINE OVER GROWTH That discipline is a common theme among South Florida bankers.

ISSUE 12

That discipline is a common theme among South Florida bankers.

Unlike previous lending cycles where growth often took priority, today's commercial lenders are focused on cash flow, sponsorship quality, liquidity, and proven project fundamentals. While banks are lending, they are doing so with greater attention to risk and long-term credit performance.

Jose Cueto, President and CEO of Grove Bank & Trust, sees strong lending activity returning to South Florida, particularly within certain asset classes.

"South Florida banks are actively lending again, particularly for multifamily, industrial, and high-quality retail assets," said Cueto. "However, underwriting remains conservative, and lenders are prioritizing cash flow, sponsorship strength, and asset quality over growth projections."

That shift is important for borrowers to understand.

The question is no longer simply whether financing is available. Instead, borrowers are finding that the strongest projects are receiving the most favorable terms, while weaker transactions continue to face challenges.

THE REFINANCING DILEMMA This renewed activity comes at an important time.

Hundreds of billions of dollars in commercial real estate loans are scheduled to mature over the next several years. Many of these loans were originated during a low-rate environment and will require refinancing at significantly higher interest rates. As banks regain confidence and become more active lenders, they will play a critical role in helping borrowers navigate these maturities.

WWW.FLORIDABANKINGFORUM.COM

FBF MAGAZINE

40

FBF MAGAZINE

Finance

At the same time, South Florida continues to benefit from many of the same economic drivers that have supported its growth for years. Population migration, business relocations, infrastructure investment, and housing demand continue to create opportunities across multiple commercial sectors.

THE VALUE OF RELATIONSHIPS Israel Velasco, EVP & Head of U.S Operations for Popular Bank, believes relationship banking will continue to be a major differentiator as lenders compete for opportunities.

"We are seeing strong demand for bridge and construction financing as clients look for flexibility in a market that is always shifting," Velasco noted. "We've stayed focused on being a true partner, investing in full relationships rather than transactions."

His comments highlight another important trend emerging in today's market. While pricing remains important, many borrowers are placing greater value on certainty of execution, lender flexibility, and long-term banking relationships.

Projects involving construction, redevelopment, and cash flow assets often require lenders that understand not only the transaction, but also the broader business objectives of the borrower.

A MORE BALANCED LENDING ENVIRONMENT The renewed competition between banks and private lenders is likely to benefit borrowers. During the period when banks pulled back, many borrowers had few alternatives outside of private capital sources that often carried higher rates and more expensive structures. As banks become more active, borrowers can expect increased competition, improved financing options, and potentially more attractive loan terms for qualifying projects.

Pruna summarized the current environment well when he noted that the market is becoming increasingly competitive, but appropriately risk-adjusted. That may ultimately be the most encouraging sign for both lenders and borrowers.

LOOKING TO SOUTH FLORIDA The commercial lending story of 2026 is not about one capital source winning at the expense of another. It is about the return of balance. Private capital proved its value when traditional lenders pulled back, and banks are now proving that they remain an indispensable part of the commercial real estate ecosystem.

If you want to see where commercial real estate finance may be heading, look no further than South Florida. As one of the nation's most active commercial real estate markets, the region has become a real-time case study in how traditional banks and private capital can coexist, compete, and ultimately expand access to financing for borrowers.

And if the perspectives of these local bank presidents are any indication, banks are clearly returning to the market but in a more disciplined, relationship-driven manner. The future of commercial lending is not bank capital or private capital. It is both, working together to meet the diverse needs of today's commercial borrowers.

Still, few expect a return to the aggressive lending environment that characterized portions of the previous cycle.

Instead, what appears to be emerging is a more balanced market. Private capital remains an important source of financing, particularly for complex or time-sensitive transactions, while banks are increasingly focused on stabilized assets, experienced sponsors, and long-term relationship-driven lending.

ISSUE 12

WWW.FLORIDABANKINGFORUM.COM

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.

FBF MAGAZINE

41

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

ISSUE 12

WWW.FLORIDABANKINGFORUM.COM

FBF MAGAZINE

44

Cafecito

Yeseni a Presents Cafecito Con Yesenia

Con Yesenia Presents

Eddy Arriola Founder & CEO Arriola & Co.

Arriola is the founder, former Chairman, and CEO of Apollo Bank, which launched during the Great Recession and grew into one of South Florida’s most respected community banks before its successful acquisition by Seacoast Bank in 2022. Under his leadership, Apollo earned recognition for innovation, corporate culture, financial performance, and service to the community.

Eddy Arriola is a banker, entrepreneur, corporate director, author, and former bank CEO with more than three decades of experience building, leading, and governing financial institutions.

He currently serves on the Board of Directors of Seacoast Bank and the Federal Home Loan Bank of Atlanta. He previously served on the Board of Directors of the Florida Bankers Association and completed two terms on the Board of Directors of the Federal Reserve Bank of Atlanta, Miami Branch.

ISSUE 12

In addition to his banking leadership, Arriola has served on the boards of private and public companies across sectors, including fintech, healthcare, real estate, and financial services. He is also the author of It’s All About “Relationships: Mastering the Art of Relational Leadership.”

A native of Miami, Florida, Arriola is a graduate of Boston College and Christopher Columbus High School.

He lives in Coral Gables with his wife, Katie, and is the proud father of two adult children, Ben and Grace.

WWW.FLORIDABANKINGFORUM.COM

FBF MAGAZINE

45

FB COMMUNI

2nd Annual Anch Beach Banquet b Florida Keys Chil On a breezy evening in the Florida Keys, the shoreline transformed into something far more meaningful than a picturesque gathering.

It became a powerful expression of community, compassion, and shared purpose. The 2nd Annual Anchors of Hope Beach Banquet, benefiting the Florida Keys Children’s Shelter, brought together local businesses, civic leaders, and families for an unforgettable night dedicated to supporting children who need it most.

Set against a backdrop of swaying palms and waterfront views, guests enjoyed a relaxed yet elegant evening filled with dinner, live music, dancing, and an energetic silent auction. The atmosphere was vibrant, but the mission remained at the heart of every moment. What unfolded was a collective demonstration of what can happen when a community rallies together with intention.

Throughout the evening, stories from the Florida Keys Children’s Shelter brought the organization’s impact into sharp focus.

Attendees were reminded that behind every donation is a child or teen in crisis someone seeking safety, stability, and hope. Through emergency shelter, counseling, and long-term support, the organization provides a critical lifeline to vulnerable youth across the Keys. Each bid placed, sponsorship secured, and contribution made helps ensure that these essential services remain available for those who need them most.

ISSUE 12

WWW.FLORIDABANKINGFORUM.COM

FBF MAGAZINE

46

BF TY IMPACT

hors of Hope benefiting the ldren’s Shelter Anchors of Hope has quickly established itself as a signature event for the Florida Keys Children’s Shelter, blending the natural beauty of the Keys with the power of philanthropy. While attendees leave with memories of a remarkable evening by the water, the true impact extends far beyond the shoreline. For the children and families served, the event represents something lasting: a reminder that their community sees them, values them, and is willing to stand beside them during their most difficult moments.

New Edge Associates is proud to support this meaningful initiative as both a sponsor and active participant. For the firm, involvement in Anchors of Hope reflects a deeper commitment to community engagement and to investing in the next generation. Standing alongside fellow partners, participating in the auction, and sharing the evening with so many dedicated supporters reinforced the importance of collective action.

In the end, the success of Anchors of Hope is measured not only in funds raised, but in the strength of the community it continues to build. It is an anchored promise, one that ensures children and families in the Florida Keys are not alone, and that hope is always within reach.

ISSUE 12

WWW.FLORIDABANKINGFORUM.COM

FBF MAGAZINE

47

Hard Hats & High Heels 11TH ANNUAL COCKTAIL RECEPTION & SILENT AUCTION 2026

New Edge Associates was proud to support Habitat for Humanity of Greater Miami’s 11th Annual Hard Hats & High Heels Cocktail Reception & Silent Auction, an inspiring evening dedicated to transforming lives through the power of homeownership. Held at the iconic Rusty Pelican in Key Biscayne, the event brought together community leaders, business professionals, philanthropists, and advocates who share a common goal: helping families achieve the stability and opportunity that come with having a place to call home.

Habitat for Humanity of Greater Miami has long been dedicated to providing safe, affordable housing to families in need. Through its homeownership program, qualified families partner with Habitat by contributing “sweat equity,” investing hundreds of hours working alongside volunteers and community members. This unique model empowers families to become active participants in the journey toward homeownership while creating a strong foundation for long-term success.

As a company deeply rooted in relationship-building and community involvement, New Edge Associates was honored to contribute to this meaningful mission. Supporting organizations that create lasting impact has always been an important part of NEA’s culture. The opportunity to help a deserving family move closer to the dream of owning a home reflects the values of compassion, service, and community investment that the firm strives to uphold.

For more than a decade, Hard Hats & High Heels has served as one of Habitat for Humanity of Greater Miami’s signature fundraising events. The annual gathering raises critical funds that directly support the construction of homes for hardworking single mothers and their families.

Beyond the cocktails, entertainment, and silent auction, the evening represents something far greater— a collective commitment to building stronger communities and creating brighter futures.

ISSUE 12

WWW.FLORIDABANKINGFORUM.COM

FBF MAGAZINE

48

The event was made possible through the leadership and dedication of the Hard Hats & High Heels Host Committee, whose efforts continue to make a difference in the lives of families throughout South Florida. Their commitment, along with the generosity of sponsors, donors, and attendees, demonstrates the remarkable impact that can be achieved when a community comes together for a common cause.

For many families, homeownership provides stability, security, and the opportunity to build a better future for generations to come. It creates a place where children can thrive, where families can grow, and where dreams can take root.

New Edge Associates is grateful to have played a small role in supporting Habitat for Humanity of Greater Miami’s mission and remains committed to giving back to the communities it serves. By investing in organizations that create meaningful change, NEA believes that together we can help build stronger neighborhoods, empower families, and create opportunities that last a lifetime.

Because, sometimes, the greatest investment we can make is in helping someone find a place to call home.

ISSUE 12

WWW.FLORIDABANKINGFORUM.COM

FBF MAGAZINE

49

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

The Myth The Myth of of the the Disloyal Disloyal Banking Banking Customer Customer Why Customers Why Customers Leave Leave Their Their Money Money Before Before They They Leave Their Leave Their Bank Bank

One of the things I've heard most often throughout my banking career is that customers aren't loyal anymore.

Usually, the comment comes after a customer moves a deposit account, refinances a loan somewhere else, or opens a relationship with a competitor. Somewhere along the way, we've convinced ourselves that customers are constantly shopping, constantly comparing, and constantly looking for a reason to leave us.

What's interesting is that after spending the last year helping lead a community bank through a multi-branch consolidation and digital transformation, I've come to a very different conclusion.

I don't think customers are nearly as disloyal as we think.

In fact, I think many of them stay much longer than logic would suggest.

What surprised me was how difficult it actually is for consumers and small business owners to move a fully established banking relationship.

A checking account is easy to open, moving a banking relationship is not.

Why? Because leaving is complicated.

One of the most surprising things I observed during our branch consolidation wasn't who left. It was who stayed.

Like many institutions across the country, we began consolidating locations and asking customers to adapt to a different way of banking. Some customers were frustrated, Some were angry and some even threatened to close their accounts altogether; And some did.

But many of them didn't.

Once a customer has direct deposits flowing into an account, automatic bill payments scheduled, ACH transfers established, payroll connected, merchant services integrated, debit cards linked, credit cards on file, loan payments drafted, and dozens of recurring transactions and monthly subscriptions quietly running in the background, changing banks becomes less of a financial decision and more of a grueling life project!

Anyone who has ever switched banks knows exactly what happens.

You think you're done. Then three weeks later a utility payment gets rejected. A subscription hits the old account, A payroll file doesn't process, A loan payment drafts from the wrong place, not your panicking over late fees or worse- a Late payment on your credit! And suddenly you're spending a Saturday morning annoyed as all heck, trying to figure out what you else forgot!

This made me think that maybe we've been measuring loyalty incorrectly.

For years, banks viewed the primary relationship as the checking account. If the customer maintained their checking account, direct deposit, debit card, and maybe a few ancillary services, we assumed we had the relationship.

ISSUE 12

WWW.FLORIDABANKINGFORUM.COM

FBF MAGAZINE

50

But today's customer behaves very differently.

The checking account often stays, The relationship expands elsewhere.

A retired couple may have $400,000 sitting in certificates of deposit at the same institution they've used for twenty years.

They know the branch manager, they know the tellers, and The thought of moving a simple product such as CD’s sounds exhausting! For them, convenience isn't digital, Convenience is familiarity- a familiarity translates into Saftey.

Then there's Jenny Garcia.

So when customers move money today, I don't think fear is usually the driving factor.

I think practicality is.

They're looking for a better rate. A better experience. A specialized solution. A faster process!

The money isn't necessarily moving because customers have lost confidence.

It's moving because customers have more options than they've ever had before.

Jenny owns a successful manufacturing company. Her operating account is still with her community bank. Her payroll file runs through that account every two weeks, Her merchant services are connected. Her CPA has the account information memorized, and her employees know exactly when their direct deposits arrive.

And that leads to another realization.

From the bank's perspective, Jenny looks like a highly engaged customer.

Again, a business owner may keep an operating account at a community bank, move excess liquidity to a money market fund, manage investments through Fidelity, use Stripe for payment processing, QuickBooks for treasury management, American Express for credit, and Treasury Direct for shortterm investments.

What the bank doesn't necessarily see is that Jenny's financial life now exists in multiple places.

Her reserves are earning a higher rate in a on-line money market fund. Her retirement assets are managed through a brokerage firm. Her business credit card is with American Express and Her equipment financing came from a specialty lender. When she needs financing, she's comparing multiple institutions before making a decision.

Jenny didn't leave her bank.

She simply stopped expecting one institution to do everything.

Customers aren't becoming unbanked. They're becoming financially fragmented.

The new competition isn't necessarily the bank across the street.

For decades, bankers evaluated competition by geography.

Today, the competitive landscape looks very different.

None of those institutions are trying to become a bank.

Yet all of them are competing for pieces of the customer's financial life.

The customer's money isn't leaving finance.

It's leaving the assumption that one institution should provide every financial solution.

Because bankers tend to organize around products.

Customers organize around problems.

What's interesting is that many bankers immediately assume this fragmentation is being driven by concerns about safety or FDIC insurance.

A customer doesn't wake up in the morning wanting treasury management, They want payroll to run correctly.

Honestly, that's not what I hear in conversations with customers.

They don't wake up wanting a commercial loan, They want to buy a building.

Twenty years ago, conversations about deposit insurance felt more common. Today, they're surprisingly rare.

They don't wake up wanting wealth management, They want to retire comfortably.

That doesn't mean customers don't care about safety. It means they're focused on something else.

That's an important distinction because it changes how relationships should be measured.

They're focused on convenience, on access and hyper focused on yield. They're focused on solving a specific problem.

Earlier in my career, many of us were measured by something called a cross-sell ratio. The goal was simple. If a customer opened a checking account, we wanted them to have three or four additional products attached to the relationship.

I think many consumers and small business owners have lived through enough economic cycles, recessions, housing crashes, market corrections, and uncertainty to develop a different perspective.

They understand things can get messy. They understand headlines come and go, But they also understand life keeps moving forward.

ISSUE 12

The belief was that every additional product made the relationship stickier.

And to be fair, it often did.

But customers haven't stopped using multiple products.

They've simply stopped expecting all of those products to come from the same institution.

WWW.FLORIDABANKINGFORUM.COM

FBF MAGAZINE

51

Which raises an interesting question.

What does loyalty actually mean now?

Is it deposits? Revenue? Referrals? Engagement? Trust?

The answer is probably some combination of all of those things.

But I suspect relevance has become one of the most important measurements.

Looking back, I don't think the primary banking relationship is disappearing.

I think it's being redefined.

The challenge is no longer keeping customers from leaving.

The challenge is staying relevant after they've already diversified.

Because customers may move their deposits. They may move their investments. They may move their lending relationships.

But if they still think of your institution first when something important happens, you still have something incredibly valuable.

You still have trust.

And trust has always been the foundation of banking.

The myth isn't that customers are disloyal.

The myth is that loyalty looks the way it used to.

By: Sandy Fernandez-Fortun

Everything else is just where the money sits.

Supporting where you are.

Ready for where you’re going.

Customized banking solutions designed for growth at every stage.

Grow with First American Bank.

Banking Solutions ISSUE 10

Contact our team | 305-777-1025 Visit our website: www.firstambank.com FBF MAGAZINE WWW.FLORIDABANKINGFORUM.COM

47

PARTNERSHIP THROUGH GENERATIONS. Servingfamilies and businessessince 1979.

Scan to learn more

amerantbank.com Member FDIC

A Century Built on Trust.

Focused on Your Future.

Personal Banking

Residential Lending

Commercial Lending

International

Wealth Management*

*Investment Products are Not FDIC Insured | May Lose Value | Not Bank GuaranteedNot a Deposit | Not Insured By Any Federal Government Entity | Clients of Grove Bank &Trust and their affiliates should consult with their legal advisors prior to entering into anyfinancial transaction or estate plan.