FBF Magazine issue #9

NOVEMBER/ DECEMBER 2025 ISSUE 09

MAGAZINE MAGAZINE

FOCUS 305 GOBA CAPITAL

FEATURED SPEAKER

MIRIAM LOPEZ BOARD OF DIRECTORS PACIFIC NATIONAL BANK CASEY CHRISTOPHER SVP -BUSINESS BANKING SALES LEADER KEYBANK

FBF COMMUNITY IMPACT

2025 SEBASTIANSTRONG DISCOVERING HOPE GALA & SILENT AUCTION

FLORIDA BANKING FLORIDA BANKING FORUM FORUM

CAFECITO CON YESENIA WITH

ANAIS DIAZ FLORIDA KEYS CHILDREN’S SHELTER

TABLE OF CONTENTS

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FBF magazine

Table of Contents

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Our Team

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A Letter From Our President

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FBF Lunch with Miriam Lopez

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At the Forum

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From Editor-in-Chief

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Industry Leaders

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The Human-AI Hybrid: Staffing for Resilience in

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Banking’s Dual Regulatory Era Team New Edge Associates Networking Involvement

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IFB Hosts Exclusive Client Appreciation Event

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Overlooking the Rockefeller Center Tree Lighting

Stop Chasing the Unsaleable: Focus on Where Your

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Effort Matters FBF Lunch with Casey Christopher

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Focus 305 - Goba Capital

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Financial Goals for 2026

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The Quiet Shift: How Bank Conservatism Is Fueling the

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Rise of Private Credit

Cafecito Con Yesenia Presents: Anais Diaz

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Monthly Spotlight - 3LC Insurance Consulting Services

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FBF Community Impact: 2025 SebastianStrong

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Discovering Hope Gala & Silent Auction The Untold Story Behind Debanking and What Bank

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Leaders Should Ask

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FBF magazine

OUR TEAM NOVEMBER/ DECEMBER 2025 ISSUE 09

OUR CONTRIBUTORS

PUBLISHER NORMAN ISAZA

EDITOR - IN - CHIEF CARLOS JARA

CONTENT DIRECTOR YESENIA MORENO

MANAGING EDITOR ISABELLA MENDES

EVENT DIRECTOR NICOLE ISAZA

CONTRIBUTING WRITERS MELANIE ISAZA ORLANDO DIAZ NORMAN ISAZA

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 ALEX SOTO Senior Vice President, Head of Premier Banking at Grove Bank & Trust DR. CLAUDIA URIBE Director @ Miami-Dade County Fair | Mental Health Therapist | Professor at University of Miami LISSETTE REYES Head of Marketing and Inside Sales Contributing Writer SANDY FERNANDEZ-FORTUN Senior Vice President, Head of Premier Banking at Intercredit Bank

PHOTOGRAPHER EDUARDO MENDEZ

DIGITAL CONTENT COORDINATORS CAROLINA IGLESIAS JORDAN KETTINGER MICHAEL GIRON

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Letter from our President & CEO Bye bye 2025. I want to take a moment to extend my heartfelt gratitude to everyone who made this an extraordinary year for the Florida Banking Forum. What began as a vision to create meaningful connections across Florida’s financial community has grown into a thriving network that continues to strengthen the banking industry statewide.

Our Forum Luncheon Series became a highlight of the year, bringing together presidents, executives, and thought leaders from banks across every region of Florida. To the distinguished bank presidents and speakers who shared their time, experience, and insight at each venue thank you for your leadership and for inspiring thought-provoking conversations that have shaped our understanding of today’s evolving financial landscape.

I’m equally grateful to the hundreds if not thousands of guests who joined us throughout the year. Your participation, questions, and enthusiasm have transformed each lunch into more than just a networking opportunity; together, we’ve built a community united by innovation, trust, and a shared commitment to excellence in banking.

As we look ahead to 2026, we remain dedicated to fostering collaboration, highlighting leadership, and deepening the connections that sustain our industry. The continued success of the Florida Banking Forum rests on the engagement and support of each of you our members, partners, and friends and for that, I am sincerely thankful.

On behalf of our entire team, I wish you a wonderful holiday season and a prosperous new year. I look forward to seeing many of you again as we embark on another year of meaningful dialogue, partnership, and growth.

With appreciation,

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Miriam Lopez Board of Directors

Pacific National Bank

“THE PERFECT PLACE TO EXCHANGE IDEAS”

“Humility is the strongest leadership tool I have.”

How did you get into banking?

Banking wasn’t part of some grand plan; it happened by accident. With a degree in history and economics from Barry University, the original goal was to teach American History.

After a year in the classroom and very low pay, it became clear a new direction was needed.

Since economics was part of the background, accounting seemed like a logical next step. That led to two more years at the University of Miami. But one professor pulled me aside and said, “You don’t have the personality of an accountant.

Southeast Bank is hiring for a management training program, you’d fit better there.” That conversation changed everything.

Tell me about your journey. How did your path in banking lead you to becoming a CEO? The path began at Southeast Bank in the management training program. A mentor I had who played a huge role on my life.

While he worked on his master’s degree, he’d hand over the most complex loan files so he could study, which became the foundation of a deep passion for lending. Even today, despite loving the CEO role, lending remains the part of banking that will truly have my heart.

From Southeast, the career grew at Continental and later at Republic National Bank. It was at Republic that Magdalena recognized leadership potential and invested heavily in developing it. That support, combined with years of lending expertise and constant drive, ultimately opened the door to executive leadership, and eventually the CEO position.

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How would you describe your leadership style?

The style is best described as democratic. Building what I call an “A-team” has always been at the core: people who share values, understand the mission, challenge decisions, and elevate the entire organization. Most of them are here today, and they’re often far smarter than me. Many leaders fear hiring top-tier talent; my philosophy is the opposite.

Bring in the best of the best, and success follows.

Are there any experiences that shaped you as a leader?

Yes, one experience in particular shaped me more than any other. During my time as President and CEO of TransAtlantic Bank, we uncovered a major fraud involving a client our entire team trusted deeply. The whole family banked with us, so the betrayal cut especially deep. It turned out to be a multi-bank scheme, and the FBI and police were quickly involved. The atmosphere was chaotic, and for several days, the weight of it all was overwhelming.

At one point, I told one of my directors, that I needed to step away. A quiet afternoon at the beach brought the clarity the situation demanded. Two lessons emerged from that moment of distance. First, in the face of a major problem, stepping back is often the only way to see the full picture, the angles, the outcomes, and the opportunities hidden beneath the crisis.

Second, the phrase “trust, but verify” took on new meaning.

Trust remained part of my nature, but careful verification became equally essential.

Those lessons carried us forward. Our team rallied, the insurance recovery came through, and despite the turmoil, the bank ended up having the strongest year in its history. It was one of the hardest chapters of my career, but unquestionably one of the most defining.

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But leadership must be fluid. In a crisis, collaboration takes a back seat. There are moments when the situation demands immediate, decisive action, almost a temporary shift to a more commanding approach. Those moments only work because of the strength of the team behind you.

True leadership is knowing when to listen, and when to act.

Outside of work, what brings you joy and helps you recharge?

Outside of work, joy comes from much simpler things than it used to. Back in the mid-80s, I was incredibly adventurous, skydiving, swimming with sharks, always chasing the next adrenaline rush. That version of me loved pushing limits.

Today, recharging looks very different. Peace comes from being at home with a great book or taking time to travel when I can. Quiet moments, reflection, and exploring new places are what refuel me now.

“That moment taught me that stepping back is sometimes the only way

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to move forward”.

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At the forum ISSUE 9

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From the Publisher As 2025 comes to a close, it’s remarkable to reflect on a year that has tested the resilience, innovation, and agility of Florida’s banking community. From navigating interest rate recalibrations to advancing digital transformation, our state’s financial institutions have once again proven why Florida remains one of the most dynamic banking landscapes in the country.

Throughout this year, we have seen banks pivot decisively balancing customer expectations with emerging technologies such as AI-assisted credit analysis, enhanced cybersecurity infrastructure, and real-time payments.

Simultaneously, community and regional banks deepened their commitment to relationship banking, sustaining small businesses, and driving local economic growth amid shifting market conditions.

At the regulatory level, dialogue between state and federal agencies continued evolving around digital assets, climate-related financial disclosures, and consumer protection. Florida-based institutions were often at the forefront of compliance adaptation and advocacy, ensuring that the voice of community banking remains part of the broader national conversation.

This issue of The Florida Banking Forum captures these milestones, reflections, and forward views from leaders across the state. You’ll find insights on the future of lending, the modernization of operations, and the banking sector’s role in strengthening financial inclusion and security a timely snapshot of where we’ve been and where we’re heading.

Looking ahead to 2026, collaboration will remain our most powerful asset. Whether through technology partnerships, talent development, or community engagement, Florida’s banks continue to shape a financial ecosystem that is both progressive and people centered. As your publishing partner, we’re proud to provide a platform that connects ideas, celebrates leadership, and amplifies the voices shaping the next chapter of Florida banking.

Norman Isaza

Thank you for your continued readership, partnership, and trust.

Wishing you a prosperous and inspired new year.

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FBF

PRESENTS‌ PRESENTS‌

INDUSTRY LEADERS INDUSTRY LEADERS ALEJANDRO AGUIRRE ALEJANDRO AGUIRRE Director / Manager for the Americas Prodaft Cyber Intelligence LLC

Cyber intelligence executive, board director, and strategic advisor with 20+ years of leadership at the intersection of cybersecurity, risk governance, communications, finance, and geopolitics. Currently Manager, Prodaft Cyber Intelligence USA, where I founded and launched Prodaft’s first U.S. operation in South Florida as the strategic hub for the Western Hemisphere. Prodaft was founded in Europe in 2012 and is widely recognized as one of the world’s top cyber intelligence organizations.

Trusted advisor to financial institutions, government stakeholders, and multinational organizations across South Florida, Latin America, and the Caribbean. Recognized for uniting public- and private-sector leaders to manage complex risk, navigate regulatory environments, and protect institutional reputation in high-threat environments.

DAMIAN PENICHET DAMIAN PENICHET Vice President, Relationship Manager at Banesco Bank Damian Penichet has nearly 20 years of experience in the banking industry.

He currently serves as Vice President-Relationship Manager at Banesco USA where he is responsible for servicing domestic business and personal clientele. Prior to that, Damian served as Vice President-Private Banker at Professional Bank. He has served on the board for the Belen Jesuit Alumni Association's Section for Accounting, Finance, and Entrepreneurship (SAFE). Additionally he mentored for Best Buddies International's Citizen Program and served as an Adjunct Professor for the Center for Financial Training (CFT) Southeastern at Miami Dade College. Damian received his MBA from Nova Southeastern University and his Bachelor of Business Administration and Banking Certificate from Florida International University.

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THE HUMAN-AI HYBRID: STAFFING FOR RESILIENCE IN BANKING’S DUAL REGULATORY ERA The banking workforce is experiencing a structural metamorphosis. The 2025 staffing landscape is not about filling seats; it is about calibrating human capital to the dual pressures of accelerated technological integration and increasingly complex regulatory divergence. For financial institutions nationwide, and particularly those navigating the high-growth, high-scrutiny environment of Florida, success is determined by the precision with which they recruit and develop a new class of Tech-Enabled Compliance Experts.

This report summarizes the high-leverage job drivers shaping staffing strategies in the year ahead.

I. The AI-Ready Workforce: The Technology Imperative The integration of Agentic AI and Generative AI (GenAI) is moving from pilot programs to enterprise-wide infrastructure, making technology and data fluency the most valuable currency in the industry.

A. Core Skill Demand: The 'Tech Stack' Banks are battling for talent in specialized, high-demand areas. The focus is shifting from simply running systems to leveraging them for competitive advantage.

AI/ML Engineers & Data Scientists: These roles are critical for building and governing the predictive models used in credit scoring, fraud detection, and hyperpersonalized customer service. Demand is exceptionally high, necessitating a compensation premium.

Explainable AI (XAI) Specialists: As AI takes on a greater role in decision-making (e.g., loan approvals), the need for transparency and accountability grows. XAI specialists are required to audit "black box" algorithms, ensuring models are fair, compliant, and their decisions can be fully traced and explained to regulators.

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Cybersecurity & Cloud Architects: With migration to cloud-native platforms and an increase in AI-enabled fraud, defensive roles focused on data security, decentralized protection, and resilience remain a musthire category.

B. Staffing Strategy: Build vs. Buy The cost and scarcity of external tech talent are forcing banks to prioritize upskilling and internal mobility.

Upskilling as Retention: Investment in digital literacy, data visualization, and AI frameworks for existing nontechnical employees (like those in Finance, Audit, and Operations) is a critical retention strategy. This helps build a digitally fluent culture and addresses skill gaps cheaper and faster than external recruitment.

Project-Based Contingent Hiring: For specialized, short-term implementation of major digital projects (e.g., ERP modernization or cloud migration), banks rely on a highly-skilled contingent workforce (contractors and freelancers) to inject specific expertise without increasing long-term headcount.

II. The Regulatory Shift: Compliance in the Age of Autonomy The complex, fragmented regulatory landscape, especially concerning the responsible use of AI, is creating a new class of hybrid compliance professionals.

AI Governance & Ethics Analysts: New regulations (including state-level US laws and the EU AI Act) require dedicated staff to manage the governance framework for AI. These roles focus on documenting model origin, training data lineage, and ensuring compliance with antidiscrimination laws.

Geo-Compliance Specialists: Heightened geopolitical risks, shifting trade policies, and sanctions complexity are increasing the demand for specialists in geoeconomic analysis and trade compliance who can provide timely, actionable insights to strategic and operational teams.

Augmentation in Risk: While AI automates routine monitoring and screening (KYC, transaction screening), human Risk and Audit professionals are required to manage the complexity of the AI systems themselves, focusing on model validation and the internal controls necessary to prevent systemic risk from autonomous agents.

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III. The Florida Context: Hyper-Growth Meets Hyper-Scrutiny Florida’s financial sector is in an active growth phase, fueled by economic migration. This growth sustains a high-demand labor market, amplified by state-level regulatory demands that place a premium on localized expertise

A. State-Level Compliance and Governance Levers Florida's unique regulatory environment places specific, highleverage demands on compliance and risk staffing that go beyond federal directives.

Fair Access and Anti-ESG Compliance (HB 3 & HB 989): Legislation addressing perceived "de-banking" and restricting ESG factors in lending creates an acute need for Compliance and Legal Analysts with expertise in Fair Access Auditing. These specialists must certify that AI underwriting models and internal policies do not discriminate based on political beliefs or adherence to certain ESG standards.

Data Privacy and AI Transparency (Pending Legislation): Movement on state-level digital transparency and consumer control requires banks to hire specialists dedicated to Data Lineage, Data Governance, and Consumer Rights Fulfillment. This directly impacts the datasets used to train AI models and ensures compliance with potential bills that prohibit deceptive AI interactions with consumers.

B. Staffing Conclusion for Florida For Florida banks, the 2025 staffing priority is not just hiring tech talent; it is hiring Tech-Enabled Compliance Experts.

Success hinges on creating robust AI Governance Frameworks that satisfy both the general federal requirement for explainability and the specific, complex, and potentially conflicting mandates of Florida's state legislature on fair access and non-discrimination.

Final Conclusion: Staffing for Resilience in 2025 Time-to-fill for tech/data/cyber roles (and trend it quarterly) The high-leverage job report for the banking sector in 2025 is a narrative of strategic resource allocation amid exponential technological change.

Nationally, successful banks will measure their hiring success not by volume, but by the competency profile of their new recruits. The core imperative is moving from generalist finance professionals to AI-ready hybrid experts, individuals who can simultaneously build predictive models, manage data lineage, and navigate the complex, evolving landscape of federal and international compliance. This necessitates significant and ongoing investment in internal upskilling (L&D) to transform the existing workforce into the digital talent required for the future.

For banks operating in the Florida market, this national trend is amplified by a layer of unique local complexity.

While benefiting from market growth, Florida financial institutions must staff aggressively for the specific regulatory risk posed by state laws concerning Fair Access/Anti-ESG mandates and proposed Data Privacy/AI Transparency bills. In this environment, the crucial, high-leverage roles are those that ensure regulatory congruence, guaranteeing that the technology powering the bank does not violate the state’s stringent non-discrimination and disclosure requirements.

Ultimately, talent acquisition in 2025 is a dual mandate: Embrace the future of AI while mastering the complexity of local compliance. Only the institutions that effectively marry these two forces, recruiting.

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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.

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SouthStateBank.com•Member FDIC

Team New Team New Edge Edge Associates Associates

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Networking Involvement Networking Involvement

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IFB Hosts Exclusive Client Appreciation Event Overlooking the Rockefeller Center Tree Lighting IFB celebrated its commitment to the New York market with an exclusive client appreciation event held at its New York office, offering guests a private, unobstructed view of the iconic Rockefeller Center Tree Lighting.

The intimate evening provided clients with an upscale, boutique banking experience reflective of IFB’s personalized approach and expanding presence in the region.

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Hosted by IFB’s growing New York team led by Steven Trujillo, SVP Head of the NY Office the event brought together clients, partners, and members of the bank’s executive leadership. Attendees had the opportunity to meet and engage with IFB’s C-Suite, including the President & CEO, lending leaders, and strategic growth executives.

“Our vision for New York is clear—we are here to build lasting relationships, support local businesses and families, and deepen our roots in this extraordinary market,” said Abel Iglesias, President & CEO of IFB. “This event is a reflection of our long-term commitment and the exciting growth ahead.”

IFB continues to expand its footprint in the New York Metropolitan Area with the launch of new Commercial Lending and Residential Lending divisions, further strengthening the bank’s ability to deliver tailored financial solutions with a human touch.

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With FirstBank, Ms. Carter’s everyday banking comes first.

At FirstBank, we know banking, but we also know the best banking solution is one that fits your lifestyle. We get to know you and your financial goals first—and meet you where you are.

Stop by your nearest branch

Call 305.577.6000

Visit 1firstbank.com/fl

Carter Make it your own.

Brickell | Coral Gables | Deerfield | Doral | Hialeah | Kendall | Pembroke Pines | Westchester 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.

Banking Beyond the Balance Sheet By : Alex Soto Contribuitiing Writer

Stop Chasing the Unsaleable: Focus on Where Your Effort Matters In sales, there’s a common trap many professionals fall into, which is spending hours, days, or even weeks trying to convince a prospect who isn’t interested, ready, or the right fit. It’s easy to let pride or the desire to “close every deal” drive your actions, but this often comes at a cost: wasted time, energy, and broken promises.

Here’s the reality: not every prospect is going to buy, and that’s okay, as there is nothing wrong with that. Your goal shouldn’t be to prove your skills or win at all costs, it should be to create meaningful, productive relationships with the prospects who truly want to work with you.

Why focusing on the unsaleable hurts you: Time loss: Hours spent chasing a “no” are hours you could invest in nurturing the right opportunities and focusing your energy elsewhere.

Energy drain: Emotional and mental energy spent convincing the unwilling can lead to burnout and loads of frustration.

Damaged credibility: Overpromising or pushing too hard can hurt your reputation, which is one of the most important things that you need to have in a positive light.

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SVP, Head of Premier Banking Grove Bank & Trust

A better approach: 1.Qualify early: Identify prospects who have a true need, budget, and timeline that align with your solution.

2.Invest where it matters: Focus your time and energy on prospects who are ready to engage.

3.Respect the “no”: Accepting that some prospects aren’t a fit allows you to maintain professionalism and redirect your efforts.

4.Build long-term relationships: Even if someone isn’t ready today, nurturing the right relationships can pay off in the future.

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FBF “THE PERFECT PLACE TO EXCHANGE IDEAS”

Casey Christopher SVP - Business Banking Sales Leader KeyBank

What habits or routines have been essential in your professional role?

One habit that made a huge difference early on was something I called a confidence journal. At the time, being one of the only young women in the room meant second-guessing instincts, even when they were strong. There were moments when a different approach felt right, but speaking up didn’t always feel comfortable. Writing those moments down, and then going back and rereading them, was eye-opening. It became clear how often those instincts were correct. Over time, that practice made it easier to speak up, share a point of view, and actually influence decisions. It’s something I still recommend to young professionals today.

Another habit has been doing what I call a career audit.

Around age 30, a job description for a role I wanted by 40 became a guidepost. Working backward from that role exposed gaps, especially around leadership. That realization led to seeking opportunities outside the day-to-day job: joining women’s organizations, stepping into leadership roles, and even putting myself in situations that required working with difficult personalities. Serving on an HOA board, for example, turned out to be a crash course in navigating conflict and building consensus.

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Curiosity has always driven growth, figuring out how things work and finding ways to be part of those processes. Even small rituals matter. On work-from-home days, wearing heels is still part of the routine. It’s a simple way to feel grounded, confident, and ready, no matter where the work is happening.

How did working in both New York and Florida shape your leadership style?

Growing up and working across different regions had a huge influence on how leadership is approached. Originally from New Jersey, there was a move to Ohio just before high school when my father began running a company in Cleveland. High school and college were both in Ohio, followed by an early banking career that eventually led to Tampa. Later, there was a return to New Jersey, so the experience spans New Jersey, Ohio, Florida, and New York.

Each place contributed something different. New Jersey teaches directness, people say what they mean, and that clarity matters in leadership. Ohio instills an incredible work ethic, the kind that shows up every day and does the job right, whether anyone is watching or not. Florida and New York, on the other hand, share an energy that’s harder to define. People there are searchers, searching for opportunity, momentum, connection, and something bigger.

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How do you balance long-term vision with the daily demands of leadership?

Balance is a difficult concept, because it rarely exists in a fixed or perfect way. Most days are spent constantly prioritizing different things: emails, meetings, conversations, decisions, all while trying to stay present in what matters most at that moment. The focus shifts continuously, and learning to accept that ebb and flow is part of the reality.

That sense of curiosity and drive shows up especially in cities like Miami and New York. Anyone willing to carve time out of their day to be in a room like this is searching too, for ideas, energy, relationships, and growth. Blending directness, discipline, and that hunger for what’s next has shaped the way leadership shows up today.

One tool that helps is creating a personal North Star for the year. It’s a simple mantra that everything ties back to. In 2024, the first full year at KeyBank, the goal was to build a truly reputable workflow. It may sound small, but the intention was bigger: to create a model so effective in the greater capital markets region, outside of New York City, that headquarters in Cleveland would call and ask, ‘What are you doing, and why is it working?’

As a woman, what advice would you give to those aspiring to executive leadership, especially in banking?

Be loud. Be clear. Be explicit about what you want.

Too often, women assume their work will speak for itself. It doesn’t. Just yesterday, during a drive to Naples, there was a conversation with my boss’s boss about digital payments. The moment felt right, so I said it plainly: If a digital payments team is built, I want to lead it. That kind of clarity matters.

People can’t support ambitions they don’t know about.

Another important lesson is to say people’s names in rooms they’re not in. Advocate for each other when the opportunity isn’t obvious. None of us gets to where we are alone, and visibility often starts with someone else speaking up on your behalf.

That North Star became a filter for every decision. If something didn’t align, it didn’t take priority. And eventually, that call from Cleveland came asking exactly those questions.

One of my favorite examples of women supporting women came from an event co-founded with Lourdes. We were direct competitors, yet both hosting separate dinners at the same restaurant. At one point, people were bouncing between the two, appetizers at one table, dinner at the other, drinks back again. It was ridiculous. Instead of competing, we decided to literally break down the wall between the rooms and host the dinner together.

Looking ahead, the focus shifts again. The next North Star is building a team of leaders. Each direct report has been challenged to lead something meaningful to them, inside or outside of work, and to set measurable goals around it. One team member, for example, is an exceptional swim coach.

Leaning into that leadership builds confidence, expands networks, and ultimately creates value far beyond the office.

That moment changed everything. From that year forward, the event was shared. It was a reminder that many of the barriers women face, especially in banking, are ones we’ve been conditioned to accept. Breaking them down, physically and metaphorically, creates space for all of us to move forward.”

Leadership isn’t just about what happens inside a bank. It’s about developing leaders in life. That’s the balance, tying daily actions back to a clear purpose and letting that purpose guide decisions.

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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.

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F O C U S 305 Building Momentum in Private Credit and Real Estate Financing Goba Capital is a private credit firm providing assetbased financing and real estate lending to established businesses operating across the U.S. and LATAM. The firm focuses on transactions where access to flexible capital, certainty of execution, and timing are critical, particularly in asset-intensive and transitional situations.

In recent months, Goba Capital has broadened its portfolio and solution set, deepening its focus on real estate financing in Florida. The firm provides bridge loans for acquisitions, refinancings, and transitional assets, working closely with borrowers to align capital structures with project timelines and execution strategies. This expansion reflects strong demand for flexible, non-bank capital in a market where traditional lenders often move slowly or lack the flexibility required for complex transactions.

The firm is led by Chief Executive Officer Alejandro Gonzalez, whose strategic vision has guided Goba Capital’s growth as a flexible and solutions-driven private credit partner. Under his leadership, the firm has built a reputation for creative structuring, and prompt execution across both operating businesses and real estate transactions.

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305 Rather than operating as a transactional lender, Goba Capital positions itself as a financing partner.

The team works closely with borrowers to understand their operating realities, capital constraints, and growth objectives, designing financing solutions that support momentum rather than disrupt it. Facilities typically range from $3 million to $100 million USD and can be deployed individually or combined into a broader capital strategy.

Supporting this vision is President Juan Esterripa, a recognized leader in the financial and real estate financing space with an impeccable track record.

Throughout his career, Esterripa has successfully led growth initiatives, structured complex real estate and asset-based transactions, and scaled financing firms through multiple market cycles. His experience and execution-driven approach have played a key role in shaping Goba Capital’s expanding real estate and private credit capabilities.

As the company continues to scale, Goba Capital remains focused on expanding its real estate and private credit footprint while maintaining the discipline and responsiveness that define its approach. With strong leadership, a growing team, and an expanding portfolio, the firm is positioned to play an increasingly active role in Florida’s private credit and real estate financing landscape.

Goba Capital’s leadership is reinforced by a team of seasoned professionals with deep experience across private credit, asset-based lending, real estate finance, and structured transactions. The firm’s culture emphasizes collaboration, accountability, and hands-on partnership - qualities that translate directly into how capital is deployed and relationships are managed.

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Health

FINANCIAL GOALS FOR 2026 Everyone needs financial goals—personally, as a business owner, and as a financial institution. They are not just healthy; they are one of the strongest predictors of long-term financial well-being.

Financial goals provide clarity, guide decision-making, and create resilience in uncertain environments. When designed thoughtfully, they reduce anxiety rather than create it, turning money from a source of stress into a strategic tool.

In an era defined by economic uncertainty, rapid technological change, and shifting consumer behavior, financial goals serve as more than benchmarks.

On a personal level, financial goals offer structure amid complexity. Whether it’s building an emergency fund, reducing debt, or planning for retirement, clear goals help individuals make consistent, confident decisions. People with defined financial objectives are more likely to save regularly, manage credit responsibly, and recover faster from unexpected financial shocks.

For businessowners, financial goals are essential to survival and scale. Revenue targets alone are no longer sufficient. Healthy financial planning includes cash-flow visibility, liquidity buffers, cost controls, and access to capital before it’s needed. Businesses that set and regularly revisit these goals are better equipped to navigate downturns, seize opportunities, and avoid reactive decision-making under pressure.

Financial institutions play a critical role as well. When banks and fintechs operate with clear financial and strategic goals, they strengthen trust, resilience, and innovation. Institutions that prioritize sustainable growth, risk management, and customer-centric outcomes are better positioned to support the individuals and businesses that rely on them—especially during periods of economic stress.

Importantly, healthy financial goals are not rigid or punitive. They are designed as ranges, not ultimatums.

They emphasize progress over perfection and adaptability over control. When goals become overly narrow or disconnected from reality, they can increase stress rather than reduce it. But when set thoughtfully, they provide a steady frame work that allows people and organizations to respond intelligently to change.

At every level—personal, commercial, and institutional— financial goals act as a compass. They guide decisions, reinforce accountability, and build long-term resilience. In a world where financial complexity is unavoidable, having clear goals isn’t just good practice. It’s essential.

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How to Set Up a Financial Goal 1.Start With the Why

5. Break It Into Action Steps Big goals fail when they stay abstract.

A financial goal without purpose won’t last.

Ask:

Turn the goal into: Monthly or quarterly contributions

What problem does this goal solve?

Automated transfers or systems

What opportunity does it unlock?

Clear ownership (you, your CFO, your finance team)

What stress does it reduce?

6. Track Progress—Not Perfection

2.Define the Goal in Plain Language Avoid vague intentions like “save more” or “grow revenue.”

Instead:

Tracking is about awareness, not judgment.

Best practices: Review monthly or quarterly Focus on trends, not single data points

“Save $25,000 for emergencies by December.”

“Maintain six months of operating cash at all times.”

Adjust when conditions change Progress is success—even if the goal evolves.

“Reduce high-interest debt by 40% this year.”

3. Make It Measurable—but Flexible Healthy financial goals are targets with ranges, not ultimatums.

Use:

7. Revisit and Refine Regularly Financial goals should move as life and business move.

Reassess when: Income changes Expenses increase

A minimum (non-negotiable)

New opportunities or risks appear

A target (ideal)

Stress increases instead of clarity

A stretch (optional) This reduces stress while preserving discipline.

A goal that no longerfits should be updated, not abandoned.

4. Anchor the Goal to Reality A goal must fit your current situation.

Before committing, review: Income and expenses Cash flow consistency Debt obligations External risks (market, industry, life changes) A realistic goal builds confidence. An unrealistic one builds avoidance.

By: Dr. Claudia Uribe ISSUE 9

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Finance

THE QUIET SHIFT: HOW BANK CONSERVATISM IS FUELING THE RISE OF PRIVATE CREDIT After 27 years as a capital provider, one trend has become impossible to ignore. Over the last several years, an increasing number of borrowers have come to firms like mine seeking a lending experience that is more seamless and far less bureaucratic than what traditional banks now offer. Notably, the caliber of these borrowers has risen, who in prior years, would have been firmly considered traditional bank clients.

Private capital does not operate under the same rigid regulatory framework as banks, which allows for flexibility, speed, and customized solutions. The tradeoff has historically been pricing. Banks, particularly in privateclient divisions, can often undercut market rates because those borrowers maintain significant deposit relationships that earn little to no interest. Banks are able to recycle those low-cost deposits into loans at attractive rates and still make the economics profitable.

What has changed, however, is not borrower sophistication, it is bank conservatism. Increasingly, even long-standing clients are being turned away, delayed, or restructured late in the process. Loans that would have been approved just 3 or 4 years ago are now stalled by regulation, internal policy, or conservative risk committees. As a result, many of these borrowers are opting for private credit, not because it is cheaper, but because it is faster, clearer, more reliable and in some cases, the only option.

Then came the rapid interest-rate hikes between 2022 and 2024. Rising deposit costs, unrealized bond losses, and regulatory pressure around commercial real estate exposure forced banks to become even more conservative. Many institutions shifted from growth mode to capital preservation mode.

The result is clear: banks are cherry picking the best and most conservative clients and cases and requiring a greater depository relationship in order to do business with their bank on top of the already tighter credit box.

WHY BANKS ARE PULLING BACK The shift did not happen overnight. Following the 2008 financial crisis, banks entered an era of heightened regulation. Capital reserve requirements, liquidity ratios, stress testing, and supervisory scrutiny significantly increased the cost of lending, particularly in commercial real estate, construction, and business credit.

As compliance burdens grew, banks narrowed their credit boxes. Relationship managers who once exercised judgment now operate under strict guidelines. Entire lending categories i.e. transitional real estate, value-add projects, investor properties, and non-traditional income borrowers, became harder to finance.

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WHY PRIVATE CREDIT STEPPED IN Private credit filled the gap because it could. Unlike banks, private lenders are not constrained by deposit bases or regulatory capital ratios. They are able to price risk directly, structure loans creatively, and make decisions quickly.

Speed matters. In today’s market, borrowers value certainty and execution over marginal rate savings. A loan that closes on time often has more value than a lower-priced loan that never makes it through committee.

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Private lenders also excel in areas where flexibility is critical: Bridge and transitional financing Construction and renovation loans Cash-flow and asset-based underwriting Investor and non-owner-occupied properties

IS THIS A PERMANENT SHIFT?

Complex or time-sensitive transactions

Banks are not disappearing. They will continue to dominate consumer mortgages, auto lending, and traditional corporate finance. But in sectors where flexibility, speed, and judgment matter most, private credit has become the primary source of capital.

These are precisely the areas where banks have pulled back the most.

INVESTOR CAPITAL HAS FUELED THE EXPANSION The growth of private credit has been reinforced by strong investor demand. Institutional investors, family offices, and high-net-worth individuals have sought alternatives to volatile equity markets and low-yield fixed income.

Private credit offers attractive risk-adjusted returns, often in the 9–12% range, backed by real assets and senior loan positions. As a result, private credit funds have grown dramatically, providing lenders with deeper and more consistent pools of capital.

This influx has allowed private lenders to scale, professionalize operations, and compete at a level that was unthinkable just a few years ago.

This is not a cyclical trend, it is structural. Regulatory constraints are unlikely to ease meaningfully, and banks’ risk tolerance is unlikely to return to pre-crisis levels anytime soon.

Some banks are adapting through partnerships, co-lending arrangements, and private-credit affiliates. Others will continue to limit risk exposure.

THE NEW CREDIT REALITY Private credit has taken market share from banks not by accident, but by necessity. As banks became slower, more regulated, and less flexible, borrowers sought alternatives that could deliver certainty and execution.

Private lending has evolved from an alternative into a primary source of capital. Speed, flexibility, and execution now outweigh marginal pricing advantages, and private credit is delivering where banks cannot. But don’t feel bad for the banks, they have the balance sheets to reverse course quickly should they choose to do so and dominate the market once again. Until that shift occurs, private lenders like myself will continue to capitalize on this moment in the credit cycle.

TECHNOLOGY HAS ACCELERATED THE DIVIDE Another major factor is technology. Private lenders have embraced modern underwriting platforms, automated income analysis, and AI-assisted decisioning. Deals that once took weeks can now be evaluated in days or hours.

Many banks, by contrast, remain burdened by legacy systems and layered approval processes. Even strong borrowers can face delays unrelated to credit quality.

In a market where timing is critical, this operational gap has become a competitive disadvantage for traditional institutions.

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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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IT'S TIME FOR...

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Cafecito

Cafecito Con Yesenia Presents

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Anais Diaz Community Development Director

Florida Keys Children’s Shelter Anais Estefania Diaz, MBA, is a community development and philanthropic leader whose work is deeply rooted in connection, presence, and service. As Community Development Director for the Florida Keys Children’s Shelter, she is often found not just behind the scenes, but out in the community—building relationships, showing up at local events, and creating meaningful bridges between neighbors, organizations, and the children and teens the shelter serves, from early childhood through young adulthood.

With a background in international business and nonprofit development, Anais brings both strategic insight and heart to her work. She is known for relationship-driven fundraising that prioritizes trust, visibility, and long-term impact, ensuring that community support directly strengthens the lives of vulnerable youth across South Florida.

A passionate advocate for civic engagement, Anais collaborates closely with local businesses, financial institutions, chambers, and service organizations to cultivate a shared sense of responsibility for the region’s future. She believes philanthropy is most powerful when it is personal—when people feel connected to the mission and confident that their investment truly makes a difference.

Beyond her professional role, Anais is an active community member, creative spirit, and lifelong learner. She is deeply familyoriented, values mentorship and leadership development, and is driven by a belief that investing in children is one of the most meaningful ways to build resilient families and thriving communities. Her work reflects a balance of purpose, professionalism, and genuine care—qualities that have made her a trusted voice in conversations around community impact.

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Monthly Spotlight Faith as Faith as aa Guiding Guiding Force Force As Roman 8:28 reads “And we know that for those who love God all things work together for good, for those who are called according to his purpose.”. Raquel knows it was her faith in God that guided her through difficult years.

“What looked like a disaster was part of a bigger plan to shape and mold my character,” she says. Her faith in God was and continues to be her anchor as she navigates challenges and pursued opportunities.

Discovering aa Calling Discovering Calling in in Human Human Resources Resources

Raquel R. Raquel R. Gómez, Gómez, MSHRM, MSHRM, SPHR SPHR raquel@3lcinsurance.com Cell: raquel@3lcinsurance.com Cell: (786) (786) 205-3023 205-3023 www.3LCInsurance.com www.3LCInsurance.com

Early Life: Early Life: From From Immigrant Immigrant Roots to Roots to Resilient Resilient Foundations Foundations Raquel R. Gómez, MSHRM, SPHR, is currently an insurance broker and former human resources executive with over two decades of experience in employee benefits administration, compliance, compensation, organizational development, and performance management. She has her Master of Science in Human Resource Management from Florida International University and holds the Senior Professional in Human Resources (SPHR) certification. She also holds a Bachelor of Arts in Business Administration from Trinity International University.

During her schooling, she attended three different high schools in Miami-Dade County as her family moved from place to place adjusting to Miami’s growing immigrant climate, for Raquel this was not a recipe for success. But God. While attending Miami Southridge Senior High School, Raquel was selected for an internship at Vincam Human Resources, later acquired by ADP. As she began the program, her interest was focused in marketing and she was placed in the marketing department.

After graduating high school, however Vincam offered her a permanent position in their internal human resources department. After this she would discover her passion within the workplace in human resources and creating a thriving environment for employees to succeed in their specialization.

She gained a vital hands-on experience in staffing and outplacement. Later landing an opportunity of a lifetime working with a beloved group, the Helm Group, which she would call family. This experience launched a career in human resources that would span more than 27 years.

“What looked like a disaster was part of a bigger plan to shape and mold my character.”

Her journey begins in September 1987, when Raquel immigrated with her siblings to the United States from the Dominican Republic, at the age of 10. As an outsider in a new country, she spoke no English and found herself in ESOL classes. What was supposed to be a change for the better had felt like a setback when her parents got divorced. However, this became a defining moment that shaped Raquel’s resilience and determination.

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Building a Building a Career Career in in Organizational Organizational Leadership Leadership Her dedication and expertise propelled her forward, eventually leading her to Helm Bank USA, where she served as Vice President of Administration & Human Resources.

Entering the banking industry was a pivotal moment in her career. Miami’s banking community deeply rooted in relationships and trust, also heavily influenced by regulatory requirements. Human resources in banking is not simply about talent management, it demands a strong understanding of compliance and risk mitigation. Raquel learned and thrived in this regulatory environment, aligned with her organization’s goals, she led strategic initiatives in compensation planning, compliance, and talent development, while overseeing benefits programs and employee engagement strategies. Her leadership helped shape organizational culture and positioned the bank for long-term success which included improving the employee tenure.

Leadership in Leadership in Banking Banking and and Human Human Resources Resources Recognizing the need for collaboration among HR professionals in banking, Raquel co-founded Human Resources Banking Partners in 2019. This group created a space for HR leaders in the banking sector to connect, share insights, and learn from one another. Through free networking events and educational sessions, members gain exposure to different areas of HR, like compliance and benefits, compensation, talent acquisition, and organizational development. Each event features an expert speaker and includes a networking lunch. The environment fostering both professional growth and community engagement. Raquel’s vision for the group was innovative: create a platform in which HR professionals can navigate the complexities of banking together, exchange practices that worked with them, and elevate the role of HR within a wide range of financial institutions.

Shaping Culture, Shaping Culture, Compliance, Compliance, and and Long-Term Success Long-Term Success Building off of her extensive HR and benefits management experience, Raquel transitioned into the insurance industry and founded her own firm; specializing in tailored benefits solutions for corporate clients. She benefitted from her

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Kyle A. Kyle A. Hanlon Hanlon

Principal || Employee Principal Employee Benefits Benefits Consultant Consultant Banyan Benefits Banyan Benefits Group Group extensive background in HR which gave her a deep understanding on how to deliver strategic, compliant, and cost-effective programs that enhance employee well-being, engagement and organizational excellence in the realm of insurance. Raquel’s mission is clear: to help companies attract and retain top talent by creating benefits strategies that truly make a difference. Raquel partnered with Kyle Hanlon, President of Banyan Benefits Group. Mr. Hanlon brings almost a decade of experience in employee benefits and five years working directly at Cigna in account management and client acquisition. Together, they help mid-sized employers optimize healthcare plans and simplify complex benefits decisions, ensuring maximum value and a seamless employee experience. Their combined expertise allows organizations to navigate the evolving benefits landscape with confidence and clarity.

AA Legacy Legacy of of Faith, Faith, Leadership, Leadership, and and Service Service Raquel’s story is one of faith and hope. From being a young immigrant struggling to learn English to a respected leader and entrepreneur. Raquel persevered, found purpose in the trials, and discovered passion for people. From a young age until now she continues to walk through each of the doors that God opens for her. “For I know the plans I have for you,” declares the Lord, “plans to prosper you and not to harm you, plans to give you hope and a future.” Jeremiah 29:11”. Today, she helps and empowers businesses and employees alike, proving that challenges and difficulties have a purpose in life and are necessary steppingstones to future success.

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FBF FBF 2025 SEBASTIANSTRONG DISCOVERING HOPE GALA & SILENT AUCTION

New Edge Associates was honored to sponsor and attend the 2025 SebastianStrong “Discovering Hope” Gala & Silent Auction at the historic Curtiss Mansion in Miami Springs. It was an evening filled with purpose, community, and heartfelt inspiration.

SebastianStrong was founded in honor of Sebastian Nicolás Ortiz, the second of three boys, born on May 10, 2000. Their family’s world changed in October 2015 when a pediatrician discovered an irregular mass that necessitated immediate surgery. Soon after, Sebastian was diagnosed with rhabdomyosarcoma, a rare and aggressive soft-tissue cancer.

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Sebastian, at age 15, faced a treatment protocol that was over 40 years old. It was the only option available at the time and that remains today. Over the course of 14 months, he endured 32 rounds of chemotherapy, 23 rounds of radiation, and multiple surgeries. His family watched him lose weight, his hair, the ability to run, and eventually the ability to walk. And yet, through every stage, Sebastian remained remarkably positive. He never asked, “why me,” and he refused to let cancer define his spirit.

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On December 29, 2016, at age 16, Sebastian passed away — but not without leaving behind a powerful legacy of courage, resilience, and hope. As ESPN’s Stuart Scott once said, “You beat cancer by how you live, why you live, and in the manner in which you live.” By that definition, Sebastian undoubtedly beat cancer.

His strength continues to inspire thousands.

SebastianStrong was created to honor his life and to fight for every child who deserves more than outdated treatments. The foundation funds targeted, less toxic therapies and partners with leading researchers and childhood cancer organizations because kids deserve better.

Sebastian deserved better. And together, we can push towards the scientific breakthroughs that families urgently need.

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As a proud former board member, I’ve witnessed firsthand the profound impact this foundation has on families and on the future of pediatric cancer research.

The Discovering Hope Gala brought people together—leaders, friends, former supporters—united by one mission: to ensure that no family faces childhood cancer without better options, better support, and real hope.

NEA is proud to stand alongside SebastianStrong in this mission.

Supporting this cause, in addtion to being profoundly meaningful, is just simply necessary A special thank you to Oscar and our Madam Mayor for the thoughtful birthday wishes. Celebrating with friends made the evening even more special.

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Together, we Together, we honor honor Sebastian.

Sebastian. Together, Together, we champion we champion hope. hope. And And together, together, we we fight fight for a for a future future where where every every child child has has a a chance chance to grow, to grow, dream, dream, and and thrive. thrive.

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Listening from Listening from the Lobby: the Lobby: The Untold The Untold Story Story Behind Behind Debanking Debanking and What and What Bank Bank Leaders Leaders Should Should Ask Ask During an interview on August 5th 2025 on CNBC President Trump publicly shared that Bank of America refused to open an account for him refusing a one billion dollar deposit, after Chase bank sent him a 20 day close out letter. Not long after on August 7, 2025 his administration signed an executive order new rules to prevent financial institutions from denying services based on political or religious beliefs.

At first glance, the idea seems simple. No one should be denied banking because of their ideology. But anyone who has ever worked inside a financial institution knows the truth is far more complicated.

Where Regulation Meets Reality Florida had already entered this conversation through House Bill 989, which amended Section 655.0323 of the Florida Statutes. The law went into effect on July 1, 2024, and banks operating in the state were expected to complete full policy updates and internal implementation in 2025. The law states that financial institutions cannot deny, restrict, or terminate services because of a customer’s political stance, religious belief, or anything resembling a social credit profile.

A particularly interesting part of the law is how it addresses business sectors. Banks can no longer deny services solely because a lawful business operates in a category that someone finds controversial or undesirable.

This has been an unspoken part of banking culture for decades. At a past institution I worked for, we maintained informal lists of industries to pursue and industries to avoid. Gas stations were often flagged as too cashintensive, Consultants were discouraged, Home-Health Care companies due to high Medicare Fraud shunned and CBD companies were pushed aside for reputational risk. Sometimes even the name of a business could spark concerns before an application was ever reviewed and a new account would be stopped in its tracks. We were encouraged to seek out professional industries, such as doctors or attorneys.

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These decisions were often framed as risk management or concerns about operational burden or simply the banks appetite. But in practice, they created a quiet form of gatekeeping. HB 989 does not eliminate risk-based decision making, but it forces institutions to rely on documented, objective criteria instead of preference, discomfort, or internal tradition.

Who Decides Who Deserves to Bank Debanking is not new. It is only newly politicized. Banks have always made choices about the kinds of customers they want and the businesses they feel aligned with. The challenge today is understanding where legitimate risk management ends and personal or cultural bias begins.

If a customer is denied for a negative ChexSystems history or clear credit issues, that is straightforward. But what about the decisions that never make it into the file.

A lender who chooses not to return a call. A branch employee who avoids engagement because a customer’s political sticker made them uneasy. A business flagged as high risk solely because the industry is misunderstood.

Culture influences outcomes just as much as policy. And culture is much harder to measure.

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Transparency Builds Trust Community banking has always been rooted in access and trust. If customers begin to believe that banks are quietly choosing winners and losers, confidence erodes.

And once trust is lost, it is very hard to restore.

The Compliance Tightrope The modern banking environment places institutions in a difficult position. Banks have a duty to protect themselves from fraud, money laundering, and financial crime. They also have a duty to provide fair access to financial services.

With state and federal attention increasing, every decision must be backed by clear, documented reasoning.

Declining a relationship without sufficient detail could be interpreted as discriminatory. Conversely approving one without proper review could lead to regulatory issues.

This is why the real question is not whether banks should be allowed to debank. The real question is how fairness is defined and who is responsible for defining it.

Questions Bank Leaders Should Be Asking 1. Do our risk appetite guidelines clearly distinguish objective risk from subjective discomfort.

2. Are we documenting denials, restrictions, and closures in a way that would stand up to regulatory review.

3. Are employees trained to recognize their personal biases when interacting with politically or culturally visible customers.

This moment calls for real transparency. Institutions may benefit from clearer communication about how they evaluate risk and how decisions are made. Regulators may consider offering more guidance for lawful but sensitive industries so that frontline staff are not left to interpret these situations on their own.

Most importantly, bank leaders should be actively discussing integrity and fairness with their teams. Laws can prohibit discrimination, but internal culture is what prevents it.

A Call for Reflection The debanking conversation gives the industry an opportunity to pause and reflect. Are our decisions grounded in objective, risk-based analysis, or are they influenced by personal reactions to who a customer is or what they represent.

This answer cannot come from politics or headlines. It has to come from within the profession itself. It begins with leaders who are willing to ask difficult questions and examine long-standing practices with fresh eyes.

Whenever I think back to the customer in the wrapped car, I remember how quickly people reacted to him. He was not just a political symbol. He was a reminder that behind every account number is a human being who trusts us with access to banking services, not social approval.

Fair banking is not defined by policy. It is defined by the decisions our people make we make when no one is watching.

4. Do our internal committees include a variety of perspectives to challenge old assumptions about which industries are “undesirable”.

These are cultural questions just as much as compliance ones. Even the best-written policy still depends on the judgment of human beings.

By: Sandy Fernandez-Fortun ISSUE 9

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