JENNI MOREJON
The DDA President & CEO Shares the Strategies for Shaping Fort Lauderdale’s Future
Exquisite. Where Beach Meets Bay.
Uniquely situated in a tropical paradise on the beach and the bay, The St. Regis Resort & Residences Bahia Mar, Fort Lauderdale, masterfully designed by Arquitectonica, with elegant interiors by Tara Bernerd & Partners, is the splendid private centerpiece of this ultimate waterfront destination. Every element bears the imprint of St. Regis, whose bespoke approach to service and exemplary tastemaking ensures that life is truly exquisite.
St. Regis Beach Club ◆ Megayacht Marina ◆ Lushly Landscaped Park and Promenade Resort-S le Pools ◆ World-Class Spa ◆ Pickleball ◆ Signature Fine Dining
NOW SELLING
The Resort Collection: One- to three-bedrooms ◆ The Residences: Three- to four-bedrooms SRRBahiaMar.com ◆ 954 919 5096
Future residences located at: 801 Seabreeze Blvd. Fort Lauderdale, FL 33316 Sales Gallery located at: 611 Seabreeze Blvd. Fort Lauderdale, FL 33316
ORAL REPRESENTATIONS CANNOT BE RELIED UPON AS CORRECTLY STATING REPRESENTATIONS OF THE DEVELOPER. FOR CORRECT REPRESENTATIONS, MAKE REFERENCE TO THIS BROCHURE AND THE DOCUMENTS REQUIRED BY SECTION 718.503, FLORIDA STATUTES, TO BE FURNISHED BY A DEVELOPER TO A BUYER OR LESSEE. The St. Regis Residences Bahia Mar, Fort Lauderdale, referred to for ease of reference as The St. Regis Residences, is a community of three towers: including Tower 1 of condominium residences developed by PRH/TRR BM Tower 1, LLC; Tower 2 of condominium residences developed by PRH/TRR BM Tower 2, LLC; and Resort Tower 3 which includes a condominium within a portion of a building or within a multiple parcel building developed by PRH/TRR BM Condo, LLC. For ease of reference, PRH/TRR BM Tower 1, LLC, PRH/TRR BM Tower 2, LLC, and PRH/TRR BM Condo, LLC are each a “Developer” and collectively the “Developers.” The St. Regis Residences are not owned, developed, or sold by Marriott International, Inc. or its affiliates (“Marriott”). The Developers use the St. Regis marks under a license from licensor, Marriott, which has not confirmed the accuracy of any of the statements or representations made about the projects by Developers. The Developers each also use the trade names, marks, and logos of the licensor, The Related Group®, which licensor is not a Developer of any tower. Artist’s conceptual renderings of exterior or site plan and depicting water, marina, surrounding buildings, or landmarks are modified with some surrounding buildings and landmarks omitted. Sketches, renderings, or photographs depicting lifestyle, amenities, food services, resort services, finishes, designs, materials, furnishings, plans, specifications, or art contained in this brochure are proposed only. The St. Regis Residences are developed on a site that is near water, but water access is not guaranteed. No specific view is guaranteed. The associations for each tower will be a part of a master association which will require payment of master association assessments. Some amenities described require payment of fees in addition to regular assessment payments. Consult the Developer’s Prospectus for the tower in which you desire to purchase to understand the offering, the amenities, the proposed budgets, terms, conditions, specifications, fees, unit dimensions and size calculation method, site plans, and to learn what is included with the purchase and the payment of regular assessments. The Developers are not residents of the State of New York, and the offerings of Developers are not intended for residents of New York nor any other jurisdiction in which such
Honoring our word and treating people right.
It’s what we stand for...
You’re Always Backed by Morse.
Teddy Morse Chairman & CEO
Ed Morse Automotive Group
NSU’s international research hub and coral nursery are replenishing and protecting our oceans—from probiotics to new methods of coral transplantation that are helping to restore our coral reef ecosystems.
TABLE OF CONTENTS
THE FRONT
14 Editor’s Letter
17 News in Brief
Short takes — because time is money.
24 Why I Built It
One good idea can fix what the market missed, as one Miami CEO discovered.
30 Tech Tide
Help your employees see AI as a force multiplier, not a force for replacement.
32 The C-Suite Life SLT Collection in Fort Lauderdale is a wonderland for those who like to work hard and live luxe.
THE MIDDLE
38 The Force Behind Fort Lauderdale President & CEO of the Fort Lauderdale Downtown Development Authority Jenni Morejon.
46 The Great Wealth Migration
Dive deep into how geographic and generational wealth transfers are reshaping South Florida.
52 Turning the Tide on Autism
Parkland-bred Rising Tide Car Wash puts those with autism to work and watches them thrive.
THE BACK
56 Staying Power
A South Florida chef who eschewed fame for authenticity has built a legacy—and wri en his first cookbook.
58 Role Call
Philanthropist, businessman and former NFL player Henri Crocke adds president to his list of titles.
66 Last Word
Quick takes with Cody Bertone, the new general manager of the W Fort Lauderdale.
ON THE COVER
Jenni Morejon photographed by Eduardo Schneider on Las Olas Boulevard in Downtown Fort Lauderdale.
AC Hotel Fort Lauderdale Beach is an oasis in the heart of one of the world’s most celebrated destinations: tranquil, indulgent and endlessly sophisticated. You’ll feel like we’re here just for you. Because we are.
CHIEF EXECUTIVE OFFICER Gary Press
MANAGING DIRECTOR Kim Sarni
GROUP EDITOR IN CHIEF Lori Capullo
CREATIVE DIRECTOR Melanie Geronemus Smit
ART DIRECTOR
Alexander Hernandez
CONTRIBUTING PHOTOGRAPHERS
Ricardo Mejia, Eduardo Schneider
CONTRIBUTING WRITERS
Eric Brown, Angela Caraway-Carlton, Tasha Dickinson, Daniel Diaz Leyva, Ania Rodriguez, Jesse Scott, Hannah Spence
ADVERTISING MARKET MANAGERS
Ben Hamilton, Steve Lederman, Michelle Simon
EVENTS Leia Bosco
OPERATIONS MANAGER Monica St. Omer
SUNDIAL LIFESTYLE PARTNERS
Andy Hill and Greg Babij
SFBW HEADQUARTERS
3200 N Federal Highway, Suite 228 | Boca Raton, Fl 33431 954 601 3979 | lmgfl.com
EDITORIAL CONTACT: lcapullo@lmgfl.com
ADVERTISING CONTACT: info@lmgfl.com
©2025 Lifestyle Magazines are published by Lifestyle Media Group, all rights reserved. SFBW Magazine is published six times, annually. All contents are protected by copyright and may not be reproduced without wri en consent from the publisher. The advertiser is solely responsible for ad content and holds publisher harmless from any error.
LMG PUBLICATIONS
Las Olas Lifestyle • Boca/Parkland Lifestyle • Weston Lifestyle
West Broward Lifestyle • Aventura Lifestyle • Doral Lifestyle
South Florida Business & Wealth • Luxe
Fort Lauderdale Means Business
Downtown Fort Lauderdale is at a turning point. What was once a lowkey business district has transformed into a vibrant hub for commerce, innovation, culture — and living. In this issue of SFBW, we take a deep dive into the forces driving this evolution, thanks to the insights of Fort Lauderdale Downtown Development Authority President and CEO Jenni Morejon. I had the pleasure of si ing down with her to discuss the future of this dynamic city—where it’s heading, what’s fueling its growth, and how it’s evolving into a dynamic metropolis that appeals to professionals and families alike.
Speaking of innovation, I’m excited to introduce new sections in our magazine that reflect the shifting business landscape. One of my favorites is “Why I Built It,” an indepth look at a business or product created by a savvy South Floridian to fill a gap in the market, and how and why that enterprise is taking off. “Tech Talk” highlights emerging technology trends, startups making
waves, and the digital transformation shaping industries across South Florida. And for those looking beyond the balance sheet during their rare bit of downtime, “The C-Suite Life” explores the intersection of success and personal fulfillment through recreational pursuits that cater to top-tier professionals. In this issue, you’ll be introduced to SLT Collection — an acronym for “sea, land, time” — a business that grew from a yacht brokerage into a one-stop shop for high earners with a penchant for boating, exotic cars and rare watches. The partners behind the concept have chosen Broward County as their first location in Florida, a further testament to the region’s growing affluence.
This issue of SFBW is much more than just about where we are—it offers a glimpse of where South Florida is headed.
Enjoy the issue.
Lori Capullo Group Editor-in-Chief lcapullo@lmg .com
Greater Fort Lauderdale puts everything within reach—just minutes from the airport, beaches, and vibrant Las Olas dining and shops. At the center is the reimagined Convention Center, featuring a stunning waterfront ballroom, tropical plaza, and the new Omni Fort Lauderdale hotel steps away.
BOUTIQUE WATERFRONT LIVING
Discover a bespoke collection of 44 waterfront residences set on 200 linear feet of intracoastal waterways. Offering only two flow-through residences per level, unobstructed intracoastal and ocean views, and over 19,000 square feet of inspired amenities, Sage Intracoastal Residences will deliver a curated modern sanctuary.
Fully Finished 2-, 3-, and 4-Bedroom Residences from the High $2Ms Sales Gallery: 1209 E Las Olas Boulevard, Fort Lauderdale, FL 33301 954 231 2983 • SageResidencesFTL.com
NEWS IN BRIEF
Life in the Fast Lane
ROLLS-ROYCE PUSHES THE LIMITS OF LUXURY AND POWER WITH THE ALL-ELECTRIC BLACK BADGE SPECTRE.
The latest chapter in Rolls-Royce’s evolution has arrived in South Florida, and it’s electric. The Black Badge Spectre, available in Miami and West Palm Beach only through Braman Automotive, was unveiled to North American audiences in early March at Moda Miami 2025.
The all-electric car—the most powerful Rolls Royce every built—leans into digital personalization and
driving theatrics with a dedicated “Infinity Mode” that sharpens thro le response for an aggressive ride and a “Spirited Mode” that launches its speed from zero to 60 mph in just over four seconds—particularly impressive for a car of its stature. Inside, the experience turns futuristic with a customizable digital dashboard and a glowing fascia etched with the Spirit of Ecstasy and the Infinity symbol. For information, visit braman.com.
SIXT Branches Out
THE PREMIUM CAR RENTAL SERVICE CHECKS INTO THE SEMINOLE HARD ROCK HOTEL & CASINO.
Fort Lauderdale-based SIXT USA has opened a new rental car branch at the Seminole Hard Rock Hotel & Casino in Hollywood, bringing its premium services directly to one of South Florida’s highestprofile destinations. Positioned by the hotel’s reception and bell desks for convenience, the branch offers luxury cars like BMWs
and Mercedes-Benz as well as more mainstream brands such as GMC and Kia. The move is part of a broader partnership between SIXT, Hard Rock International, and Seminole Gaming that provides members of the Unity™ by Hard Rock loyalty program special discounts on rentals from SIXT locations across the country.
Miami Unveils Its Own FIFA World Cup 26™ Host City Poster
THE ART WILL BE FEATURED IN THE CITY’S PROMOTIONS AND CELEBRATIONS.
The FIFA World Cup 26™ Miami Host Commi ee has unveiled the Official FIFA World Cup 26™ Miami Host City Poster. Designed by artist Rubem Robierb (right), who prevailed over eight local artists vying for the honor, the poster showcases Miami as a place where art, culture, and fútbol unite and is one of 16 that distinctively represent FIFA World Cup’s 2026 Host Cities. Miami is preparing to host seven World Cup matches and welcome fans from around the world who come to town to celebrate. For more details, visit FIFAWorldCup.com.
A new chapter in Emerald Cruises' journey begins with our next-generation superyacht, Emerald Kaia. Our third innovative luxury yacht builds on the spectacular success of the first two and retains the ethos of luxury superyacht cruising.
Starting in early 2026, she will welcome you on board to sail from the coastlines of the Mediterranean, Aegean and Adriatic Seas, to the Seychelles.
To reserve your cruise call 833.278.0741, contact your professional travel advisor, or visit emeraldcruises.com.
The Priciest States to Start a Business in 2025
IF YOU’RE THINKING OF EXPANDING, KNOW BEFORE YOU GO.
Most & Least Innovative States of 2025
WHERE DOES FLORIDA LAND?
With the U.S. spending over $800 billion per year on R&D, the personal finance website WalletHub t released its spring report on 2025’s Most & Least Innovative States.
To give credit to the states that have contributed the most to America’s innovative success, WalletHub compared the 50 states and the District of Columbia across 25 key metrics. The data set ranges from the share of STEM professionals to R&D spending per capita.
Innovation in Florida (1=Most Innovative, 25=Avg.)
Overall Rank: 18th 38th
Share of STEM Professionals 28th
Projected STEM Job Demand by 2030 33rd
8th-Grade Math & Science Performance 34th
Share of Science & Engineering Graduates Aged 25+ 19th
Share of Technology Companies 41st
R&D Spending Per Capita 19th
Venture-Capital Funding per Capita
For the full report, visit wallethub.com.
Using the most recent data from the Bureau of Labor Statistics, Federal Reserve of St. Louis, Tax Foundation and the Energy Information Administration, a new study by Simplify LLC analyzed taxes, labor, rent, utilities, and regulations across all 50 states and D.C. to determine which are costliest when it comes to launching a business. With inflation and rising expenses impacting small businesses, location affordability is more critical than ever before to entrepreneurs.
Key findings:
Florida is No. 18 of the most expensive states to start a business. The Sunshine State faces a labor force participation of only 58.3% (#44) and a heavy regulatory environment with a total of 170,321 regulations (#41). Other costs remain average, with electricity bills at $748.95 (#34), a $125 LLC fee (#31 tied), $66,435 wages (#31) and a 5.5% corporate tax rate (#23 tied). Florida does excel in one area: SBA lending is $12.1 million per 100,000 residents (#3).
10 cheapest states: Utah, South Dakota, Colorado, Wyoming, Montana, Idaho, Nebraska, Kansas, Nevada, and North Dakota.
10 most expensive states: These comprise a mix of large and small states: California, New York, Hawaii, Tennessee, Massachuse s, Alabama, New Jersey, D.C., Illinois, and West Virginia. For more details, visit simplifyllc.com.
to Nantucket? Not This Summer
SLATE AVIATION NOW OFFERS PRIVATE SERVICE TO NANTUCKET FROM SOUTH FLORIDA.
Now you can book private shu le service to Nantucket (ACK) from Palm Beach International Airport (PBI), Fort Lauderdale International Airport (FLL) and New York, including HPN and other members-only terminals, from April 26 through September 30. Introductory fares for the luxury shared private shu le service start at $695.
The offering comes after Slate Aviation, one of the largest operators of VIP Bombardier CRJ and Challenger 850 aircraft in the United States, and XO, the global private aviation marketplace arm of the Vista group, announced a partnership agreement in January aimed at expanding and enhancing per-seat shu le operations to and from premium leisure destinations in the U.S. through Slate Aviation.
The new Nantucket service builds upon the existing XO-branded shu le operations between New York and South Florida. Also starting in April, Slate will introduce upgraded cabins to existing routes, enhanced onboard dining and new premium lounges at most airport locations.
Congratulations to CITY Furniture's Top Awarded Vendors
Your commitment to excellence and unwavering support have contributed to our success. We are inspired by your partnership and profoundly grateful for you.
2024 Overall Outstanding Vendor of the Year
2024 Sales Vendor of the Year
2024 Gold Medal of Supplier Excellence
2024 Corporate Vendor of the Year
2024 Bronze Medal of Supplier Excellence
2024 Silver Medal of Supplier Excellence
The Journey Behind JourneyTrack WHY I BUILT IT
After she identified a need for CX leaders to obtain measurable outcomes for their businesses, one South Florida entrepreneur developed a way to deliver them.
■ BY ANIA RODRIGUEZ, CEO, JOURNEYTRACK.IO
IN 2008,
I started a Customer Experience/User Experience research, strategy, and design agency, Key Lime Interactive. There, I spent over 15 years helping some of the world’s biggest brands improve their customer and user experience strategies. Time and again, I witnessed a fundamental challenge: Companies were investing heavily in CX and journey mapping, yet struggling to connect their insights to tangible, measurable business impact. Traditional methods— static PowerPoints, sca ered Miro boards, and disconnected research—weren’t cu ing it. The insights were there, but they weren’t driving action at scale.
That’s why, in 2021, I built JourneyTrack, a robust customer journey management platform—to give CX leaders the ability to seamlessly create, govern, and track journeys in a way that breaks down organizational silos and connects insights to measurable business outcomes. It’s more than a mapping tool; it’s a platform designed to operationalize journey management, align cross-functional teams, and prove ROI.
Recognizing the market need
Did you know that according to a 2023 Qualtrics study, businesses
lose an average of almost 7% of their annual revenue to bad customer experiences? That accounts for about $1.3 trillion per year globally. The demand for customer-centricity is higher than ever, but organizations still struggle to centralize and scale their efforts. Companies often create beautiful journey maps, but those maps get lost in shared drives or remain static documents that quickly become outdated. There was a clear gap in the market for a solution that could not only house and visualize journey data but also track the actions and outcomes tied to those journeys.
I recognized the need for an enterprise-grade platform that
centralizes journey management across teams and regions; one that seamlessly integrates with commonly used tools like Qualtrics, Medallia, Jira, and more to connect qualitative and quantitative data to decisionmaking for be er outcomes; and tracks the impact of CX initiatives to business key performance indicators (KPIs) while providing complete visibility at the executive level through a journey atlas.
Beyond just organizing journey data, JourneyTrack ensures that every journey-related action leads to measurable results. By linking customer insights directly to initiatives and tracking their impact over time, companies can ensure their CX investments drive real business value. This allows teams to be proactive rather than reactive and make continuous improvements that evolve with their customers’ needs. Businesses don’t need another isolated mapping tool; they need a solution that turns journey mapping and management into an ongoing, trackable business process.
JourneyTrack focuses on action and impact, while other platforms mainly deliver visualization. The problem with most journey mapping tools is
growth driver. The platform provides real-time visibility via a journey atlas, allowing executives to see how all journeys interconnect and perform across the organization. The impact of the changes made to the customer experience is tracked in real time and measured in the key performance indicators that ma er most to the business — the ones the C-suite cares about. Best of all, rather than replacing existing tools, we enhance them by connecting to research, feedback, and operational platforms. In short, JourneyTrack isn’t just about making customer journeys—it’s about leveraging them to grow your business.
Adapting to change, staying ahead
Customer expectations, technology, and business needs evolve constantly, as does JourneyTrack. The key is to stay agile while remaining laser-focused on our mission: helping organizations move from insights to action to results.
We do this, first, by listening to our customers. Whether it’s a global bank needing enterprise governance or an airline requiring integration with existing CX tools, we continuously adapt based on real-world needs. Next, we build for scale and
BUSINESSES LOSE AN AVERAGE OF ALMOST 7% OF THEIR ANNUAL REVENUE TO BAD CUSTOMER EXPERIENCES, OR ABOUT $1.3 TRILLION PER YEAR GLOBALLY.
that they help teams create journeys but don’t provide the structure to govern, track, and measure them at scale.
JourneyTrack stands out because it aligns CX with business strategy. Every journey is tied to tangible business goals, ensuring that CX isn’t just a feel-good initiative but a
flexibility: JourneyTrack is designed to work across industries, adapting to unique customer and employee experience challenges. Finally, we focus on outcomes, not features. Every enhancement we make is aimed at helping teams prove the ROI of their efforts—because without that, CX investments won’t
OPPOSITE: JourneyTrack CEO Ania Rodriguez (center) collaborates with her team.
get the executive buy-in they deserve.
As organizations navigate economic shifts, AI advancements, and evolving customer behaviors, our goal is to empower businesses to move beyond short-term fixes and build sustainable, customercentric strategies that drive loyalty, efficiency, and revenue growth. The future of CX is not just about mapping experiences; it’s about making those experiences be er in a way that delivers measurable business success. JourneyTrack is here to make that happen.
Pivoting when necessary is also critical; in an ever-changing business landscape, agility is key. Whether it’s shifting our approach to meet new market demands, integrating emerging technologies, or refining our value proposition, we embrace change as an opportunity. JourneyTrack was built with the flexibility to evolve alongside industry needs, ensuring that our customers always have access to the most relevant and effective tools for their journey management efforts. This ability to pivot allows us to remain innovative, competitive, and focused on delivering real, measurable impact.
One final thought
Achieving success in business requires not only having a vision but also implementing it efficiently and guaranteeing that each action taken results in significant outcomes. At JourneyTrack, we’ve built a platform that not only visualizes journeys but also connects them to strategy, action, and measurable results. It’s about governance, collaboration, and making informed decisions. The organizations that win in today’s market are the ones that turn insights into execution, adapt to change, and remain focused on delivering real value. That’s how it’s done.
Dr. Malou Harrison Miami Dade College
Janet Lorenzo-Garcia Many Happy Hearts
Lisa Mozloom Miami-Dade County Homeless Trust
Loreen Chant Health Foundation of South Florida
Rebecca Fishman Lipsey The Miami Foundation
Caroline Nava ONE Sotheby's International Realty
Laurie Jennings Trish Bell Lifetime Achievement Award Recipient
Honorary Chairs
TECH TALK
■ BY ER IC BROWN
Striking a Technical Balance
Offering transparent communication about how AI impacts jobs and goals will help your employees see AI as a force multiplier rather than a force for replacement.
As corporate leaders increasingly turn to AI, the transition can lead to widespread volatility if changes are implemented too quickly or without considering its impact on human workers. Stories of largescale restructurings have become common in the headlines.
According to Crunchbase’s latest reports, as of February 28, 2025, the most recent wave of tech layoffs impacted 5,000 US tech workers in just a few weeks. A large number of tech companies — including Dell, Cisco, Amazon, Intuit and Meta — admi ed to making such cuts to invest in artificial intelligence and machine learning.
Having stood in the crucible of life-and-death decisions as a Green Beret, I understand approaches to leadership that transcend those found in the typical boardroom. And while the ba leground of business may differ from frontline combat, the principles of command remain the same. Integrating artificial intelligence into business operations offers vast potential, but it also presents challenges that will test the me le of any CEO.
Enhancing the traditional model for decision-making with AI
The best leaders lead by example. Fully leveraging advancements in AI requires adaptive leadership training that enables you to demonstrate the collaboration between man and machine in your daily operations and decision-making.
In my experience, success relies as much on sound decision-making as on the intelligence behind it. Incorporating AI into business is like deploying state-of-the-art technology in the field; while it can provide unparalleled insights, it doesn’t replace the value of human intuition and experience.
Traditional leadership models depend heavily on human judgment honed over years of experience. Decisions are traditionally made on
gut feelings tempered by wisdom.
AI disrupts this model by providing data-driven insights that surpass human processing power. We would be failing to capitalize on its potential if we didn’t leverage these insights. We would be remiss not to take advantage of this insight.
As CEOs, we need to evolve from being sole decision-makers to becoming integrators of both AI and human wisdom. AI’s data analytics can point out the terrain, but it’s our judgment that is needed to navigate complex ethical and contextual landscapes.
The
tactical balance: Equipping your team with human intuition and AI efficiency
Striking the right balance between human intuition and AI-driven efficiency is like using advanced tech to support infantry operations. AI can handle reconnaissance by analyzing vast amounts of data to identify pa erns, but the people at the top must be able to interpret this intel within the bigger mission context.
The challenge is redefining roles to leverage both AI strengths and human uniqueness. The mission is not to replace your troops with tech but to enhance their capabilities.
Executive coaching can help teams to become adaptable and learn to work alongside AI, interpret data, and use AI for innovative solutions. Most importantly, they must strengthen the interpersonal skills vital for human-to-human interactions that machines can’t handle.
Encourage integration between AI specialists and other teams. This interdisciplinary approach ensures that technological advances are symbiotic with existing workforce skills. CEOs who can merge AI’s data-crunching with human creativity and empathy build resilient and innovative organizations.
As you integrate AI into your own leadership and your teams, embrace adaptability through agile methodologies and diverse teams. This flexible approach allows for quick pivots in response to new intel or changes on the ground.
Building trust, accountability, and adaptability
When deploying AI, your primary mission should be building trust and maintaining accountability within your organization. Be upfront about AI’s role. If you offer transparent communication about how AI impacts jobs and goals, you will help your employees see AI as a force multiplier rather than a force for replacement. Set clear protocols for your employees’ AI usage. This means establishing ethical frameworks that ensure each decision made by AI is reviewed through a human lens and that teams take time to understand the broader impact of these decisions on all stakeholders.
As you build your team, prioritize uniquely human skills such as empathy, leadership, and creativity. These will always be vital in roles that need emotional intelligence and strategic oversight beyond AI’s reach.
The intersection of AI and human roles creates dynamic yet sometimes unstable terrain. Drawing from lessons learned
IF YOU OFFER TRANSPARENT COMMUNICATION ABOUT HOW AI IMPACTS JOBS AND GOALS, YOU WILL HELP YOUR EMPLOYEES SEE AI AS A FORCE MULTIPLIER RATHER THAN A FORCE FOR REPLACEMENT. “
in volatile environments, I believe CEOs must lead with a balance of foresight and empathy. AI should be an ally to empower our teams, not overshadow them. By championing a balanced approach, where AI’s efficiency complements human intuition, CEOs can cultivate an environment built for innovation and endurance. The future ba lefield of business will be won by those who see AI not as the final frontier but as a tool to amplify human potential. As leaders, our charge is to ensure that technology and humanity advance together, each making the other stronger, smarter and be er equipped for whatever challenges lie ahead.
Eric Brown is the founder and CEO of Imperio Consulting, where he applies elite military leadership principles to help businesses strengthen their teams and improve decision-making. He is also the author of The Green Beret Approach.
Scot Conrad and Paul Burgess combined their expertise to create SLT Collection.
OPPOSITE: The 29,000-squarefoot showroom in Sunrise houses high-performance boats, trailers and cars.
THE C-SUITE LIFE
Trifecta of Luxury
SLT Collection taps into Fort Lauderdale’s indulgent passions and pastimes: sea, land and time.
■ BY ANGELA CARAWAY-CARLTON
WANDER
through the sprawling facility of SLT Collection in Fort Lauderdale — the acronym stands for “sea, land, time” — and you’ll spy massive sporting boats, sleek exotic cars, tricked-out custom trucks and rare, often elusive timepieces sure to impress even the most discerning watch aficionado.
Scot Conrad, whose background is in boat and propeller manufacturing and offshore racing, co-founded SLT in 2020 with his friend and colleague of 25 years, Paul Burgess, a marine sales specialist with expertise in marketing and high-level management. The company began as an empty facility for sales, but client demand saw it rapidly escalate into a wonderland for the affluent. “It’s all of your addictions in one house,” says Conrad. “A hub of all of these things [Paul and I] are both so passionate about.”
While Miami often grabs the spotlight for global luxury, the pair note that the momentum has made its way north. “Fort Lauderdale is not only the epicenter of marine trade, but it has become one of the most important areas in the world for high-net-worth individuals who live, vacation or do business here,” Burgess says. “These individuals enjoy
boating, a hobby of vehicles, and luxury items like watches and private jets — things that can turn their wealth into a showcase of interests. It was only natural that SLT have the best showroom on the East Coast, if not in the U.S.”
The partners strategically chose a facility that would not only house high-performance boats, trailers and cars but it also boasts a prime location on a main thoroughfare. “We wanted to be on the east side of I-95, so that clients ge ing off the highway to reach their homes on the water could see that we’re an easy run from their house,” Conrad says of SLT’s Sunrise address.
At the 29,000-square-foot facility, there’s plenty of parking in the back for trailers, and once inside, you’ll discover a striking watch boutique and a showroom in the front flaunting custom trucks and new and preowned boats for sale. At the rear, a drive-in elevator gently lifts clients’ luxury vehicles to the second level for storage. “We’re the only facility that can guarantee your prized car is not just in an air-conditioned, secure facility; it’s 20 feet above ground level, so there’s no risk of flooding,” Burgess says, adding, “If you want your car looked after like a baby at Memorial Hospital, you come to SLT.”
WE’RE THE ONLY FACILITY THAT CAN GUARANTEE YOUR PRIZED CAR IS NOT JUST IN AN AIR-CONDITIONED, SECURE FACILITY; IT’S 20 FEET ABOVE GROUND LEVEL, SO THERE’S NO RISK OF FLOODING. IF YOU WANT YOUR CAR LOOKED AFTER LIKE A BABY AT MEMORIAL HOSPITAL, YOU COME TO SLT.”
While the two decline to name drop, their clientele encompasses a wide range of athletes, politicians, business owners and CEOs, along with equestrian, rodeo and racing enthusiasts. “We have to be very chameleon-like in our day-to-day because of the breadth of clients from all different walks of life,” Burgess points out.
Not only can one buy or sell a high-performance boat that falls into the sweet spot of between 25 and 50 feet, but SLT represents unique lines such as Goldfish boats from Norway and Canados yachts from Italy and is now the official Cigare e boat dealer for South Florida, the Florida Keys and the Caribbean. If you’re hauling high-worth items, from boats to horse trailers and racing equipment, they’ll create a custom truck that’s utilitarian in pulling power but with all the creature comforts.
The newly minted SLT Tailor Made division offers custom, high-end upholstery for yachts, trucks, cars, and private jets. In a flex move for exotic car owners, authentic
materials are sourced from certified suppliers; craftsmen from Italy perform the work at the SLT showroom. “We are the first facility of its kind in the U.S. with the staff and the machinery to give you the finish quality of a brand-new custom Ferrari interior,” Burgess says.
For collectors on the hunt for rare timepieces, Conrad taps into the connections he formed as the owner of a watch boutique in Newport Beach, California, to source covetable watches from titans like Audemars Piguet, Patek Philippe and Rolex. And if Conrad or Burgess lacks expertise in a particular area, clients can tap a member of the multilingual staff who does have that specialized knowledge. “We handpick our staff to support in different areas where we don’t have strengths to make it as fluid and easy as possible to source what a client is trying to find,” Conrad says.
Since opening five years ago, Conrad and Burgess claim 100 percent repeat business from their hundreds of clients who now dabble in all aspects of SLT. “That’s the whole measure of this business,” says Burgess. “You come here to store your car, but then you buy or sell a boat, and then buy something else from another division.”
Clients can choose custom fabrics for the interiors of their Ferraris. RIGHT: Rare timepieces, cars and boats: SLT’s trifecta of luxury.
Local Economic Intelligence, Trusted Advice
For the latest data on South Florida’s economic health, scan the QR code to learn more.
Empowering American Cities brought to you by Fifth Third Bank in collaboration with UNC Kenan Institute delivers advanced local economic data and key insights for extended metropolitan areas throughout the U.S.
Whether you’re a business leader, policymaker or community advocate, our initiative provides proprietary data to uncover your area’s economic potential, helping you make informed decisions and drive growth.
Explore local data at EmpoweringAmericanCities.com.
In the dynamic landscape of Fort Lauderdale’s urban development, few figures have been as instrumental as Jenni Morejon. With over two decades of experience in urban planning and development, the president and CEO of the Fort Lauderdale Downtown Development Authority (DDA)’s leadership has been pivotal in transforming the city’s downtown into a vibrant, livable urban center where commerce and community share a symbiotic relationship unlike that of most cosmopolitan hubs. Morejon’s journey in public service began in Fort Lauderdale’s city government, where she began her career as an entry-level planner. “Government is not for everyone,” she notes, “and having a father who is an artist and entrepreneur, and living in Western Colorado, government work was very foreign to me.” It might have been a sea change, but, Morejon says, it wasn’t the shock one might expect. “The city was on the cusp of growing and the division I worked in was quite small, so I didn’t really witness the big bureaucracy,” she says of those early days. “I just saw many opportunities to take on new things without really asking permission. There were times when I thought, ‘Wait, this isn’t really working as well as it could — the system isn’t right; the outcome could happen faster.’”
“I LOVED WORKING WITH THE COMMUNITY. THERE ARE ABOUT 60 NEIGHBORHOODS AROUND FORT LAUDERDALE, AND WE WERE ACTUALLY GOING INTO PEOPLE’S HOMES AND SITTING ON THEIR COUCHES, TALKING WITH THEM ABOUT WHAT MATTERS TO THEM.”
She immersed herself in community engagement, visiting local neighborhoods to understand residents’ aspirations for their city. That grassroots approach not only deepened her connection to the community but also ignited Morejon’s passion for urban development. “I loved working with the community,” she says. “There are about 60 neighborhoods around Fort Lauderdale, and in some cases, we were actually going into people’s homes and si ing on their couches, talking with them about what ma ers to them. We would relay that feedback up to the city administration, which was inspiring because that made it real. I realized that, while what I was doing might not be tangible on a day-to-day basis, listening to people and their feelings about how they want the city to grow and what they need sparks a passion.”
Morejon’s proactive mindset led her to assume responsibilities that were above her pay grade. She recalls working on one project alongside department directors who were two or three rungs higher than her on the corporate ladder; when those supervisors departed, she seamlessly took on their duties, collaborating on projects with high-level city officials. Recognizing
opportunities during those transitional periods, she pursued promotions, leapfrogging tiers in the hierarchy.
“I knew there was risk involved. I knew that sometimes I was outside my lane or taking on things people thought I shouldn’t,” she admits. “But since I had been doing the work anyway for a year and I was doing it well, I didn’t look at moving from entry-level planner to next-level planner. I thought, let me aim higher.”
That decision culminated in her appointment as Director of Development Services, which enabled Morejon to delve into what she describes as “very visible projects” that connected a broad base of stakeholders and high-level business and cultural leaders, such as the Riverwalk Master Plan and the Downtown Master Plan. “I was mid-range in my career at the city then, so spent a lot of time si ing back and listening, taking in the politics, the dynamics and the personalities. Doing that helped me take on what was to come.”
Transforming Downtown Fort Lauderdale
When, in 2016, she assumed the role of president and CEO of the DDA, Morejon became laser focused on enhancing public spaces—the soul of any city. Under her guidance, Downtown Fort Lauderdale evolved from a primarily office-centric district to a multifaceted urban environment.
“After those first condos were built on the river and empty nesters were coming from suburban communities saying, ‘We want this urban lifestyle’ or relocating from the Northeast, people realized: You can live down here.”
The introduction of residential developments a racted a diverse population, including young professionals. This demographic shift spurred the growth of amenities such as grocery stores, restaurants, and cultural venues, and the fostering of a vibrant city atmosphere. Sidewalks
JUST THE FACTS
• Downtown Fort Lauderdale has 20,000 new apartments in the development pipeline, more than Downtown Tampa, Austin and West Palm Beach combined.
• Downtown Fort Lauderdale’s population is growing at a rate faster than Florida’s other urban centers.
were developed as new developments went in. “All of a sudden it felt like a real city,” Morejon says. “You saw tourists with their suitcases, young professionals, people walking their dogs. Especially after Covid, everyone was working from home at the start and the streets were alive and vibrant because so many people live downtown now. They came back to the office quicker, too. And that was very important, because the restaurants stayed open; it wasn’t like so many urban cities around the country that hollowed out.”
Today, adding to that mix are families with children. “We’ve seen about a 60 percent increase in families with kids here in the past five years,” she notes.
Another of the city’s draws are “great neighborhoods” surrounding the urban core, Morejon points out. “Unlike a lot of cities where you leave the urban center and you end up in a place you might not want to be, we’ve got well established communities all around us, from Victoria Park to Las Olas Isles, the Sailboat Bend Historic District and our historic African American communities. That means the urban core remains intact; it doesn’t spread out. It’s important for elected officials and the community to remember to keep that going and that you have to invest more. Neighborhoods always need investment, but you put your biggest public and private investment in the economic engine of the city, and that’s downtown — parks, sidewalks and streets, and infrastructure.”
Fostering Public-Private Partnerships
A hallmark of Morejon’s leadership is her ability to forge the effective public-private partnerships that make things go. Recognizing that a small group of influential leaders often drives city initiatives, she harnesses those relationships to propel projects forward. Engaging the
Huizenga Park, a multifaceted project that sits at 32 E. Las Olas Blvd., has been under construction since the summer of 2024. It’s intended to be a year-round oasis for residents and visitors.
• Downtown Fort Lauderdale is increasingly becoming a more kid-friendly destination with its share of residents below the age of 14 greater than all peer downtowns.
• Unlike many other cities in the Sun Belt and traditional central business districts, a majority of Downtown Fort Lauderdale’s real estate is residential.
Downtown
growing downtown population has also been a priority. Through tactical community engagement, digital communications, and pop-up activations, the DDA taps into residents’ insights, ensuring that development aligns with the community’s needs.
A prime example of this collaborative approach is the redevelopment of Huizenga Park. By introducing a publicprivate-philanthropic partnership — the “P4 model” — the DDA has secured community investment in public spaces. This initiative not only enhanced the park’s design and maintenance but also set a new standard for how urban spaces can be developed and sustained through a collective effort. “The P4 model has been one of the most exciting because, unlike just the traditional public and private sector, there’s the philanthropic component,” Morejon says. “Since they have skin in the game, we have greater responsibility as the DDA to deliver a product that’s going to be exquisitely designed, well maintained, safe, secure, and always activated. I think that’s a great example of how we have brought leaders together in the community with private business and industry to say, let’s improve a space that’s open to everybody.” A large part of that mission entailed introducing a commercial element; in the case of Huizenga Park, a restaurant on the riverfront from the owners of the Rusty Pelican in Key Biscayne, which will be situated on the water and offer beautiful views but also provide a revenue source so the park can be operated successfully in the long run.
Vision for the Future
Looking ahead, Morejon identifies transportation and mobility investments as critical drivers of Downtown Fort Lauderdale’s ongoing growth. “First and foremost, for the DDA and for so many who have invested in downtown, it’s going to be a priority to see the tunnel under the New River be the ultimate connector for our community, not a huge bridge,” she says. “Think about the US 1 tunnel. In the ‘50s and ‘60s, had they decided to build a bridge, we wouldn’t have the downtown we do today.
“We do have to think about how we are going to move people around — how we are connecting from downtown to places like the Panthers Arena, for example,” Morejon adds. “What will the east-west transit lines be? Northsouth as well.” She adds with a laugh, “We could probably start by improving our traffic signals, so we don’t have to stop at every single red light.”
Making future-forward investments in transportation and in educational offerings from grade school through postsecondary institutions are what Morejon believes will be two of the main catalysts that will help downtown— and the greater community—remain successful and economically viable; a place, Morejon says, “where multiple generations want to stay.”
A Florida Steakhouse
620 S. Federal Highway
Fort Lauderdale, FL 33301
For reservations and additional details, please visit www.danielssteak.com 954-451-1200 / @danielssteakhouse
620 S. Federal Highway, Unit 1
Fort Lauderdale, FL 33301
Thursday-Saturday 5 p.m. to 11 p.m.
Sunday & Monday 5 p.m. to 9 p.m.
For reservations and additional details, please visit www.danielssteak.com 954-960-4888
@dssportsbar
THE GREAT WEALTH MIGRATION
Geographic and generational wealth transfers are reshaping South Florida. Here’s how.
■ BY TASHA DICKINSON AND DANIEL DIAZ LEYVA
South Florida is at the epicenter of an unprecedented wealth migration, and it can be chalked up to two major trends. One driving factor has been the influx of high-net-worth individuals and family offices relocating to Florida from Northeastern states as well as Latin America. Secondly, the Baby Boomer generation has begun retiring and passing the torch to the next generation, resulting in what is currently the largest transfer of wealth in modern history. The combined ripple effects are being felt across real estate, philanthropy, investment and retirement strategies, and business succession planning.
The Rise of South Florida as a Wealth Hub
The migration of wealth to Florida is not a new phenomenon, but the scale has accelerated in recent years with some of the most highprofile relocations, including Amazon executive chairman Jeff Bezos, real estate mogul Stephen Ross, and hedge fund titan Ken Griffin. According to the Florida Chamber of Commerce, the state leads the nation in income migration, with more than $36 billion in net income flowing in annually. Palm Beach County alone has gained more than $39 billion in new wealth since the end of the COVID-19 pandemic, ranking first among U.S. counties for wealth migration, as reported by The Palm Beach Post. This influx has fueled the rise of South Florida as a global financial hub and driven demand for legal services in the areas of real estate, corporate, and estate planning. With more than 40 billionaires now living in the region full-time, it’s played a key role in drawing affluence to the state.
High-net-worth individuals are drawn to Florida for a few reasons: favorable tax policies, a business-friendly environment, and, of course, the climate. A CNBC analysis of high-income migration shows that Florida leads the nation in net gains of households earning $200,000 or more. That influx is reshaping cities like Miami, which is increasingly being seen as an emerging financial capital, and Fort Lauderdale, with its growing presence of financial services and ongoing a raction of both capital and private wealth .
Generational Wealth Transfer and Its Impact
At the same time, the U.S. is undergoing the largest intergenerational wealth transfer in history—an estimated $84 trillion over the next two decades, according to Cerulli research. This transfer is happening primarily among high-income households and is already well underway, with no signs of slowing down.
The effects are especially visible in South Florida, where many of the newly affluent are women who have inherited or built significant financial assets. Widows, divorcees, and self-made entrepreneurs are playing an increasingly influential role in shaping the region’s
“
THE EFFECTS ARE ESPECIALLY VISIBLE IN SOUTH FLORIDA, WHERE MANY OF THE NEWLY AFFLUENT ARE WOMEN WHO HAVE INHERITED OR BUILT SIGNIFICANT WEALTH. WIDOWS, DIVORCEES, AND SELF-MADE ENTREPRENEURS ARE PLAYING AN INCREASINGLY INFLUENTIAL ROLE IN SHAPING THE REGION’S FINANCIAL LANDSCAPE.
financial landscape. Traditionally, financial advisors and estate planners have focused their services on male clients with significant assets, but that’s changing. Women often take a different approach to financial management, placing a stronger emphasis on multigenerational security, charitable giving, and structures that encourage responsible inheritance. They’re also more likely to be directly involved in shaping trusts and estate plans with an eye to making a lasting impact rather than just maximizing tax benefits.
Shifting Investment and Spending Patterns
The next generations inheriting wealth — primarily millennials and Gen Z — have distinctly different financial priorities than their predecessors. A more holistic approach to planning that supports individual well-being while encouraging shared purpose and open communication can help bridge generational gaps and ensure longterm continuity. Younger generations tend to prioritize investments that are aligned with social impact. There is a growing appetite for green real estate developments and businesses commi ed to social responsibility. According to Foundation Source, Gen Z and millennials aspire to be seen as “givers,” “volunteers,” “advocates,” “changemakers,” and “humanitarians.” Their giving helps benefit the nonprofit sector. Younger investors are also willing to take calculated risks in emerging industries, which has led to South Florida’s emergence as a hub for tech startups and venture capital activity.
The Future of South Florida’s Wealth Ecosystem
South Florida’s evolution into a financial powerhouse will depend on how effectively it adapts to the needs of its growing high-net-worth population. Family offices, financial
institutions, and legal professionals must evolve to meet the preferences and needs of new wealth holders, especially women and younger generations. At its core, the ongoing migration and transfer of wealth represents an opportunity: a chance to build a more diversified, resilient economy that balances economic growth with sustainable development. The region is poised for significant growth, influenced by robust real estate trends, demographic shifts, and economic developments. A 2024 Global Florida Realty study found that South Florida expects a 2.4% total employment increase in 2025, adding about 80,000 new jobs, a racting more companies and workers and impacting real estate demand. This robust job growth, paired with Florida’s businessfriendly environment and recent legislation encouraging development such as the “Live Local Act,” a comprehensive, statewide a ainable housing strategy designed to increase affordable housing opportunities for Florida’s residents who desire to live in the communities they serve, are helping shape the state. If South Florida can successfully navigate this transformation, it stands to solidify its place as the preeminent destination for wealth in the United States.
Tasha Dickinson, a Florida Bar Board certified wills, trusts and estates lawyer at Day Pitney, exclusively represents individuals and families in sophisticated estate planning and estate/trust administration.
Daniel “Danny” Diaz Leyva is chair of the Florida real estate practice and co-chair of the firm’s LATAM practice focused on representing families of wealth in the region.
UNITED WAY OF BROWARD COUNTY
Saturday, April 26, 2025
Cocktail Reception 6:00 PM | Open Bar l Hors d’oeuvres l Silent Auction
Evening 7:00 PM | Program l Dinner l Live Auction l Dancing l Entertainment
Seminole Hard Rock Hotel & Casino
SPONSOR
WHERE
More than 50% of Broward County residents are surviving near or below federal poverty. The ALICE (Asset Limited, Income Constrained, Employed) population are working hard, but still struggling to afford essential needs — such as rent, utilities, food, child care, health care and transportation.
This is where United Way of Broward County is making a monumental impact.
Working side-by-side with community partners, local municipalities, businesses, philanthropists and volunteers, United Way of Broward County is operating and funding more than 130 programs and initiatives.
THERE’S A NEED, THERE’S UNITED WAY. To Purchase Sponsorships and Tickets: Scan the QR code visit UnitedWayBroward.org/MayorsGala or email dmaddalena@UnitedWayBroward.org
Our United Way leverages its local presence to build a strong, resilient and equitable Broward County.
For 85 years, United Way of Broward has fought for the Health, Education and Financial Prosperity of EVERY person in our community.
United we fight for the Health, Education and Financial Prosperity of EVERY person in our community.
TURNING THE TIDE ON AUTISM
Parkland-bred
Rising Tide Car Wash puts those with autism to work and watches them thrive.
■ BY JESSE SCOTT
WWith April being Autism Acceptance Month, it seemed the ideal time to turn the spotlight on a pioneering local endeavor.
Rising Tide Car Wash, a South Florida-bred enterprise founded by the D’Eri family, has become a national beacon of inclusion and empowerment over the past 12 years.
In 2013, inspired by the desire to create meaningful employment for individuals with autism, John D’Eri and his son, Thomas, established the first Rising Tide Car Wash in Parkland. Their motivation stemmed from personal experience: John’s son and Thomas’s brother, Andrew, is on the spectrum.
Having witnessed Andrew’s struggles to find his place in the world, they sought to create an environment where individuals like him could thrive.
“When we first started, the mission was fairly basic,” recalls Thomas, Chief Operating Officer of Rising Tide. “Our goal was not only to employ Andrew, but to have people with autism comprise 80 percent of the rest of our staff.”
RISING TIDE HAS BECOME A LAUNCHPAD FOR NEURODIVERGENT INDIVIDUALS TO
THRIVE BEYOND THE CAR WASH SECTOR. “
A Scalable Model for Inclusion Today, Rising Tide Car Wash has expanded to three locations in South Florida—Parkland, Margate and Coral Springs—and employs approximately 90 individuals across its locations with autism. It is now one of the largest employers of people with autism in the United States. The company’s success lies in its
innovative approach to job design and support systems.
“With the right systems and support, we feel that people with autism more broadly can fill every single role in the operation,” says Thomas. “This perspective challenges traditional notions about the capabilities of individuals with autism in the workplace.”
One of the remarkable outcomes at Rising Tide has been the effectiveness of autistic team members in sales roles, a position traditionally viewed as unsuitable for individuals with autism. Thomas notes, “We’re finding that our autistic team members are our most effective salespeople, which is counterintuitive to much of the general standard thinking around what people with autism could be good at.” This revelation underscores the importance of not judging individuals based on preconceived notions of their abilities.
The need for inclusive employment models like Rising Tide has never been greater. The Centers for Disease Control and Prevention reports that approximately 1 in 36 children in the U.S. is diagnosed with autism. Yet, despite this prevalence, the unemployment rate among autistic adults remains alarmingly high— hovering around 85 percent. With an estimated 500,000 individuals with autism set to enter the workforce in the next decade, creating sustainable job opportunities is more crucial than ever.
Impact Beyond the Car Wash
The influence of Rising Tide has extended well beyond its immediate operations. To date, the company has employed more than 500 neurodivergent individuals and boasts an alumni network of more than 100 individuals with autism who have transitioned to other jobs or pursued higher education. One notable alumnus, Ahkeem Desinor,
advanced to a managerial position at Rising Tide and now leads an agricultural nonprofit that creates employment opportunities for individuals with disabilities, perpetuating the cycle of empowerment and inclusion. By providing structured training, hands-on experience and a workplace that fosters confidence, Rising Tide has become a launchpad for neurodivergent individuals to thrive in industries beyond the car wash sector. Many former Rising Tide employees have also moved on to roles at well-known businesses in South Florida, including El Dorado Furniture, Home Depot and AutoNation.
Beyond its car wash operations, the D’Eri family is commi ed to sharing its model with other businesses. Thomas authored the best-selling book, The Power of
Potential, which delves into employment opportunities for individuals with autism and addresses common challenges businesses face. He donated 650 copies of his book to the 20th annual Autism Speaks Celebrity Chef Gala, a fundraising event held in New York City the first week of April. To further their mission of inclusivity, the D’Eri family established Rising Tide U, aiming to empower entrepreneurs, business leaders and changemakers to unlock the power of inclusivity and autism employment. The initiative provides resources and guidance to other organizations seeking to replicate Rising Tide’s success.
PREVIOUS SPREAD AND OPPOSITE: Andrew D’Eri at work. ABOVE: The D’Eri family: Andrew, John, Donna and son Thomas, the company’s COO.
STAYING POWER
A Legacy of Perseverance
Titan of industry Chef Jan Jorgensen marks 25 years of success with a long-awaited cookbook.
■ BY LORI CAPULLO
WhenChef Jan Jorgensen opened Two Chefs in Miami in 1992, the city’s culinary landscape was already dominated by flash, glamour, and celebrity-driven restaurants. But Jorgensen chose a different path—one that embraced authenticity, longevity, and a deep connection to the food he loved. Now, more than three decades later, his restaurant remains a staple of the South Florida dining scene, a beloved gem in a humble location that serves as a testament to his enduring passion and ability to adapt through tumultuous times.
Jorgensen’s journey into the Miami culinary world began long before he opened his first restaurant. He moved to the city in 1988, in an era when South Beach was just beginning to emerge as a hotspot for tourists and nightlife. While other restaurateurs catered to the superficial allure of the burgeoning scene, Jorgensen was focused
““I DON’T NEED TO BE ON STAGE TO FEEL GOOD,” HE ASSERTS. “I’M HAPPY TO LET THE WORK SPEAK FOR ITSELF.”
LEFT: After two decades as a fixture on the South Florida culinary scene, Chef Jan Jorgensen has released a longawaited cookbook.
on crafting a genuine culinary experience that would stand the test of time. He opened Two Chefs in an unassuming strip mall on South Dixie Highway and describes the early years as “a series of adjustments,” from constantly evolving the menu to managing financial setbacks, including times when he had to take out a second mortgage or overdraw his checking account just to make payroll. None of that curbed his enthusiasm.
“It’s about making the issues as small as possible,” he says, reflecting on his 25 years of running Two Chefs. Jorgensen wasn’t just the face of the operation—he was its backbone. With a small but dedicated team, Jorgensen weathered many challenges, from the rise and fall of various trends in the culinary world to the unpredictability of supply chains and even the impacts of the COVID-19 pandemic. “I did what I needed to do to stay open,” he recalls, emphasizing that his ability to pivot and adapt kept him in business when many others fell by the wayside.
One of the keys to his success has been his refusal to be boxed into one style of cuisine. Two Chefs has always prided itself on versatility, offering a wide range of dishes that reflect Jorgensen’s expertise and creativity.
“We weren’t just Italian or French; we cooked whatever we wanted to cook,” he says, highlighting how that flexibility allowed him to maintain a sense of culinary freedom while staying relevant in a market that was constantly evolving. Even in the face of changing customer preferences and dietary trends, Jorgensen remained commi ed to his culinary vision. (When bread consumption declined due to diners’ changing tastes, he made the bold decision to stop baking bread daily—a move that he credits as one of the best decisions he ever made.)
The longevity of Two Chefs is also rooted in Jorgensen’s approach to leadership. With a small, loyal
team that includes his chef of 24 years and bartender of 30 years, he has cultivated a familylike environment where everyone is treated as an integral part of the business. His democratic approach to leadership has fostered a sense of unity and respect that has contributed to the restaurant’s resilience, even as many others have struggled with high turnover and burnout.
In recent years, Jorgensen has taken on a new challenge: publishing his first cookbook, A Cook’s Table: Food and Wine Together. A project 20 years in the making, the book reflects his years of culinary wisdom and his deep understanding of the art of food-and-wine pairing.
Partnering with former Miami-based writer Todd Wernstrom, Jorgensen offers readers a window into his philosophy of cooking, blending detailed recipes with practical advice for home cooks.
The tome also includes insights from Jorgensen’s many years of hosting wine dinners, including tips on pairing dishes with the perfect wine to elevate the full experience.
While he reflects on his career with pride, Jorgensen remains focused on the future.
“Chefs today are more than just cooks; they’re brands, they’re celebrities,” he notes, adding that, to him, the term “celebrity chef” distracts from the artistry of the profession. “I don’t need to be on stage to feel good,” he asserts. “I’m happy to let the work speak for itself.”
ABOVE: Author and certified sommelier Todd Wenstrom co-authored with Jorgensen, providing the wine pairing component for the book.
Building a Legacy
Henri Crocke ’s next major accomplishment promises to be as the newly minted president and chair of the Orange Bowl Commi ee.
■ BY HANNAH SPENCE
PROFESSIONAL
athlete, mentor, philanthropist, businessman and community leader: 50-year-old Henri Crocke holds all those designations, though he’s not one to embrace labels.
“No person is bigger than a team,” he says. “And that’s how I run my organization. I always tell people: the minute you walk through the doors, everyone is title-less.”
Crocke a ributes this mindset to his seven-year career as an NFL linebacker, where he learned the value of collaboration. “I believe football is the greatest team sport,” he says. “Even if you’re not great at it, you should at least try being on a team—it teaches you how to work with people from all walks of life.”
The South Florida native was officially installed as the 87th president and chair of the Orange Bowl Commi ee on Feb. 6, 2025, a role in which he’ll oversee preparations for the 2026 College Football Playoff quarterfinal and the National Championship Game, which will be
played on New Year’s Day at Hard Rock Stadium. The commi ee also hosts the 2026 CFP National Championship on Jan. 19.
“I see what he does and how he makes an impact. He’s not somebody who talks about certain things then doesn’t do them. He actually does them,” says fellow Orange Bowl Commi ee member Ma Allen, who met Crocke when they were bartending for the nonprofit’s hosting commi ee, serving drinks to VPs, coaches, and staff from visiting teams.
As a teenager growing up in the Pompano Beach neighborhood of Carver Homes, Crocke was named an All-American in Parade magazine’s Super Prep and Football Report. He earned a scholarship to Florida State University, where he was a member of the 1993 Championship team, and entered the NFL in 1997, playing five seasons
ABOVE: Henri Crockett is the first person to have played in the Orange Bowl and serve as president of the Orange Bowl Committee. OPPOSITE: Crockett (shown with Barry University students) has helped positively impact thousands of children’s lives across South Florida.
with the Atlanta Falcons—including Super Bowl XXXIII in 1999—and two with the Minnesota Vikings.
While the Orange Bowl Commi ee is best known for organizing its iconic football games, its impact extends far beyond the field. Throughout the year, the organization actively supports the South Florida community by hosting fundraisers, investing in youth programs, and contributing to the region’s rich cultural landscape.
In addition to his responsibilities with the Orange Bowl Commi ee, Crocke is the co-founder and president of the Crocke Foundation, a nonprofit focused on youth empowerment that provides resources and programming ranging from experiential field trips to college application support and helping students navigate critical stages of their academic and personal development.
The nonprofit was launched in 1997 in the Atlanta area under the name Team 94, a nod to Crocke ’s jersey number during his time with the Falcons. It started with football camps in his own neighborhood—a way for him to give back and remain present in the community. In 2002, the initiative officially evolved into the Crocke Foundation after Crocke partnered with his brother, Zack, also a former NFL player who shared Henri’s passion for supporting youth. “It just didn’t make sense to have two separate Crocke foundations,” Crocke explains. “So, we decided to join forces and build it together.”
In the years that followed, Crocke became a successful businessman and entrepreneur, serving as president and CEO of South Florida Development & Investment Company and Guaranteed Enterprise Trucking Services, while also owning Vanity Salon.
Today, he works alongside Zack and their sister, Courtney Kambobe, at the Crocke Foundation, inspiring youth through mentoring, college application support and experiential field trips that allow students to witness career opportunities firsthand. Crocke notes that Orange Bowl Commi ee member Lee Stapleton, an a orney with Carlton Fields, named him to his first leadership position on the commi ee. As a result, he says he plans to make sure Orange Bowl has more women in leadership. He’s also set on ensuring that members have an “amazing experience” and plans on implementing more ways to award and celebrate them. “I was taught that if you really want to make a change, you have to be intentional about it,” says Crocke . “You got to put it into the forefront of everyone’s mind.”
...on the move
ACCOUNTING
Ryan Morris
Sheppard Morris CPAs
Jeff Shepard Sheppard Morris CPAs
Sheppard Morris CPAs: A Fusion of Experience and Innovation in South Florida Accounting
Bonnet House Museum & Gardens has appointed Monica Morrissey as its new Chief Development Officer. A longtime supporter of Bonnet House, Morrissey brings extensive nonprofit leadership and fundraising experience to this role. She has deep community ties and is committed to expanding outreach, enhancing programs, and strengthening the Museum’s future.
For more information about Monica Morrissey or Bonnet House Museum & Gardens, please visit them online, follow them on social media or contact them directly:
Sheppard Morris CPAs, an accounting firm based in South Florida, is proud to announce its presence, highlighting its commitment to serving the diverse needs of businesses and individuals in the region.
Founded by industry veteran Jeff Sheppard and his partner Ryan Morris, Sheppard Morris CPAs brings together a wealth of experience and a fresh, innovative approach to tax and accounting services. With offices in Miami and Broward, the firm caters to a wide range of clients, including real estate firms, closely held family businesses, athletes, and influencers.
Jeff Sheppard, with over 35 years of experience in the field, started his journey at Coopers and Lybrand (now Price Waterhouse Coopers), where he honed his passion for numbers and commitment to assisting clients with income tax matters. Specializing in serving the tax compliance needs of athletes and family businesses, Jeff is renowned for his integrity, reliability, and dedication to client satisfaction.
Ryan Morris, whose career began at Marcum LLP, one of the largest accounting firms in the United States, brings expertise in tax-efficient strategies, corporate and partnership structuring, and transactional matters. His experience at Terra Group, a leading real estate development firm in South Florida, as Director of Accounting, has equipped him with comprehensive knowledge of technical accounting, operational cash management, income tax compliance,
IMPROVE YOUR RELATION-CHIP!
"At Sheppard Morris CPAs, we combine the best of both worlds: My fresh energy and innovative thinking, and Jeff's seasoned expertise and classic approach," said Ryan Morris "Together, we strive to deliver creative and efficient
900 North Birch Road Fort Lauderdale, Florida 33304 (954) 563-5393 | development@bonnethouse.org www.bonnethouse.org Fort Lauderdale, FL 33316
The firm's services encompass tax planning and compliance, business advi sory, and more. Sheppard Morris CPAs is committed to providing personalized attention and strategic guidance to help clients navigate complex transactions
For more information about Sheppard Morris CPAs and their services, please visit them online, follow them on social media or schedule an appointment today. Broward Office: (954) 610-4065 2 South University Drive, Suite 265
600 S. Dixie Hwy., Suite 205, Boca Raton, FL 33432 954-653-2196
OCEAN VIEWS & BREAKFAST INCLUDED
LAST WORD
Cody Bertone
The new general manager of the W Fort Lauderdale shares his insights into the hotel’s role in Fort Lauderdale as a dynamic destination.
What traits are crucial for an effective leader in the hospitality industry today?
They must be adaptable, servicefocused, and innovative. They must lead every day with empathy, creating a working environment where their team feels motivated and valued. Specifically in South Florida, they need to have a strong sense of operational efficiency to keep up with the constant demand and a commitment to delivering unique guest experiences unlike any other. As Mr. Marrio famously said, “Success is never final.”
What are the biggest challenges facing the hospitality industry?
Navigating evolving guest expectations and meeting demands for personalized experiences, which requires constant innovation, flexibility, and a deep understanding of what travelers and locals desire. Leaders in hospitality must continuously adapt and innovate to exceed guest expectations every time.
What’s the W’s role in Fort Lauderdale’s identity and appeal?
We bring a taste of the destination to the hotel. Recently, we hosted a kickoff event for Tortuga featuring live music by a South Florida artist and a fashion event with a local boutique. We are commi ed to providing curated experiences, whether it’s our new Veuve Cabana at the rooftop pool or activations in the Living Room with regional artists. Our goal is to be the central hub where luxury and local culture converge in Fort Lauderdale.
What’s your weekend wind-down look like?
My wife, Ivi, and I seize every opportunity we can to explore the city. If we’re in the mood for a buzzy and social evening, we’ll hop around Las Olas to check out some of the new restaurants and art galleries. If we want to put life in a slower gear, we’ll hop aboard the water taxi for an afternoon or invite some friends over to entertain at home. I love that the city has something for every mood.
Fort Lauderdale in five words or less: Bold, playful, everevolving, welcoming, coastal.
Bring in spring with fresh inspiration.
GRAYTON UPHOLSTERED QUEEN BED $ 999