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FROM LEGACY TO LEGENDARY
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No DownSlowing
elcome to the latest issue of Business and Wealth
June may mark the start of summer, but in 2025, a “slow season” in South Florida is a thing of the past.
In this issue, we’re looking at innovation across industries, starting with a fusion of legacy and technology: classic cars going electric. In an exclusive piece by Justin Lunny, founder of Everrati, whose company is transforming iconic vintage vehicles into state-of-the-art electric marvels, you’ll get a fascinating glimpse into how tradition can evolve without sacrificing its soul.
I had a wonderful conversation with Cameron Mitchell, the visionary CEO behind Cameron Restaurant Group. His “people first” leadership philosophy has created a workplace culture that’s not easy to come by, and it’s an essential ingredient in his journey to success. With the opening of his new Ocean Prime in Fort Lauderdale, Mitchell explains why
Chillin’InTheHeat
FLORIDA PANTHER MATT TKACHUK BACKS “WORK HARD, LIVE BETTER” CAMPAIGN FOR ALLIANCE
The Greater Fort Lauderdale Alliance, Broward’s official public-private partnership for economic development, launched a new “Word Hard, Live Be er” campaign highlighting the advantages of living and working in Greater Fort Lauderdale, as told by Florida Panthers star forward Ma hew Tkachuk. The campaign aims to a ract prospective talent and companies to the Greater Fort Lauderdale area.
“I’m obviously very happy down here in Fort Lauderdale every day,” Tkachuk said. “I get to play the sport I love for a job, and I get to live in the most beautiful city in the world.”
“Talent is the new currency of economic development and talented people want to be part of a winning community,” says Greater Fort Lauderdale Alliance President and CEO Bob Swindell. “Ma hew Tkachuk exemplifies winning on and off the ice, both in the spirit of our Stanley Cup-winning Panthers and in the way he has embraced Fort Lauderdale’s ‘work hard, live be er’ way of life.”
THE SHAPE OF WATER
CITADEL CEO GRIFFIN DONATES $5M MORE TO COX CENTER EXPANSION
In April, Ken Griffin, founder and CEO of Citadel, commi ed an additional $5 million to the Cox Science Center and Aquarium (CSCA), increasing his total contribution to $13 million. This funding supports the expansion of the Center’s state-of-the-art aquarium, which will feature 130,000 gallons of salt and freshwater tanks showcasing Florida’s aquatic ecosystems, including alligators, jellyfish, and touch tanks. The
expansion will enhance interactive educational experiences, benefiting nearly 500,000 students annually, 70% of whom are Title 1. New installations will include an extended reality experience, a digital arts studio to promote job-relevant skills, and an expanded biology lab for Palm Beach County schools. Construction began in May 2024, with completion slated for 2027.
HOLLYWOOD RISING
JLL SECURES FIVE MORE OFFICE LEASES AT PRESIDENTIAL CIRCLE
Presidential Circle, the iconic two-tower Class A office complex in Hollywood owned by CDS Realty Investments, is now 88% leased following several new deals, totaling over 33,630 square feet. JLL brokered a mix of relocations, expansions, and renewals, with new tenants including Air Charter Service (relocating from Downtown Miami), AR Capital Group, and Starlims. “As top-tier space becomes limited and costly in Miami and West Palm Beach, Hollywood is emerging as a prime location for quality office space at more competitive rates,” said JLL Excecutive Vice President Brady Titcomb. He emphasized Presidential Circle’s strategic location between I-95 and Florida’s Turnpike, near Fort Lauderdale-Hollywood International Airport, the world’s second-busiest cruise port, and the country’s fifth-largest healthcare system.
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Miami For Sail
THE CITY CONTINUES TO LEAD THE WORLD WHEN IT COMES TO CRUISING
Greater Miami and Miami Beach reaffirms its global leadership as the Cruise Capital of the World, hi ing some major milestones through April 2025. So far this year, MSC World America launched from MSC’s new 490,000-square-foot terminal, the largest in the world, and Norwegian’s Aqua, which sails to the Caribbean from Miami, also made its maiden voyage. Those milestones coincide with Seatrade Cruise Global, the world’s largest cruise industry convention, celebrating its 40th anniversary at the Miami Beach Convention Center. PortMiami welcomes 8.2 million passengers annually and recently introduced its Bayside Concierge Program, which allows travelers to check their luggage so they can enjoy the city while waiting to set sail. The port is also leading the way in
sustainability with the largest shore-power system in the world, enabling cruise ships to reduce emissions while docked.
Not Too Big For Their Breaches
U.S. TRUSTED BRANDS SCORE POORLY ON CYBERSECURITY
A new Cybernews Business Digital Index report reveals alarming cybersecurity weaknesses among top U.S. companies, including Apple, Nvidia, Costco, and American Express. Of the firms analyzed, 94% received a cybersecurity grade of D or worse, with all experiencing at least one data breach—25% within the past 30 days. Key issues included reused passwords (46%), email security flaws (27%), and high-risk system vulnerabilities (50%). The Retail and Financial sectors were among the worst performers. In Retail, 98% of companies were high or critical risk, and all had SSL/TLS misconfigurations. In Finance, 87% had web app vulnerabilities, and 96% had hosting issues. Overall, 36% of companies face critical cybersecurity threats, with widespread failures in patching and prevention— highlighting major risks even among trusted brands. Read the full report at cybernews.com.
WHY I BUILT IT
The Shows Must Go On
Changing the soundtrack of South Florida, Kash Patel Productions scales new heights.
■ BY KASH PATEL, FOUNDER AND CEO OF KASH PATEL PRODUCTIONS
IN
THIS PAGE: Singer/ songwriter Anirudh Ravichander. OPPOSITE: Krish Patel, Kash Patel and Rishi Kejriwal.
1996, I produced my first concert in Miami. It featured Bollywood legends Udit Narayan and Kavita Krishnamurthy. I had no prior experience in entertainment production; I only had a deep love for music and culture that stemmed from my family’s roots. That singular event sparked something important inside me. I did not know it then, but it planted the seeds for what would eventually become Kash Patel Productions.
Twenty years later, I observed South Florida’s Indian community thriving. Cultural festivals, restaurants, and businesses had grown rapidly. However, one essential element was missing. South Florida needed professional, large-scale Bollywood concerts that reflected our heritage and connected our community through music. I realized that I could fill that gap. I wanted to offer those experiences to my family, friends, and neighbors. So, in 2016, I decided to launch Kash Patel Productions.
Growing up in Trinidad, Bollywood music played a central role in our lives. It was the soundtrack to family gatherings and community
events. My mother was an avid fan of Bollywood films and music. She passed on her love of Bollywood to me at an early age. When Indian artists toured the Caribbean, it was a great honor for families like mine to host them in our homes. Those experiences showed me that music creates identity, connection, and pride.
When my family moved to South Florida in 1985, I found another close-knit Indian community. South Florida quickly became my permanent home. I started working at my family’s hotels during my teenage years, an experience that taught me the importance of discipline, customer service, and the value of building strong
relationships. These early lessons helped shape my entrepreneurial path across every business venture that followed. South Florida is where I later built ASTA Parking into one of the largest parking management companies on the East Coast. It is where I raised my family and where I knew that Kash Patel Productions (KPP) could make a lasting impact.
At KPP, our mission has been clear from the beginning. We aimed to elevate South Asian entertainment in North America through creative experiences and professional, consistent, family-friendly concerts. I wanted to deliver shows that audiences could trust and where customers would be confident they would have a safe, high-quality experience. I also wanted my children and future generations to maintain a strong connection to our heritage.
Launching KPP came with significant challenges. The South Asian entertainment scene in the United States had long relied on informal methods. Tickets were often sold physically at community centers and local businesses. Moving to a fully digital ticketing and marketing model required a significant shift in thinking. Convincing audiences to transition to online sales was not just about adopting a new method; it was also about embracing a new mindset. It required modernizing the entire South Asian concertgoing experience in North America. We commi ed to leading that transition through audience education, streamlined ticketing systems, and raised production standards.
Today, Kash Patel Productions is the fastestgrowing South Asian entertainment company in North America, having produced shows in major cities across the United States, including Miami, New York, Dallas, Los Angeles, and Atlanta. We have collaborated with some of the most iconic artists in the industry, including A. R. Rahman, Sunidhi Chauhan, Sonu Nigam, and Anirudh Ravichander.
Our concerts transcend mere performances; they are cultural milestones that unite tens of thousands of like-minded a endees. They also generate substantial tourism and local business activity. In Broward County, KPP events have generated substantial revenue for hotels, restaurants, and small businesses. Every major event creates a measurable ripple effect in the local economy, and this impact continues to grow as we expand our presence.
The future of Kash Patel Productions looks
strong. Over the next five years, we plan to triple the number of cities we serve and are actively building a strategy for global touring. This year, we are producing the A. R. Rahman North American Tour. This will be the largest production in our company’s history and one of the most extensive Bollywood tours ever to take place in North America. Our vision is to position South Asian entertainment at the forefront of global music culture and plan to expand beyond North America to deliver South Asian cultural experiences globally. Throughout this growth, we remain deeply commi ed to the South Florida community. Broward County has played a major role in our story. It is where I first learned the importance of community, resilience, and hard work. Every new event, partnership, and investment is another opportunity to strengthen our local economy and enrich South Florida’s cultural landscape.
Building Kash Patel Productions has never been just about the business; at our core, KPP is about preserving our heritage, celebrating our South Asian identity, and creating spaces where our community can feel a sense of pride. It is about inspiring younger generations to appreciate their heritage and showing the world that South Asian music and culture belong on the world’s biggest stages.
The entertainment industry is constantly evolving in response to technological advancements and shifting consumer habits. However, the human need to connect through shared experience remains constant.
Live entertainment is important because it fosters human connection through shared interests and unforge able moments, reminding us that we are not all that different from the person standing next to us. Streaming has been great for sharing art with a global audience, but it can never replace the energy of live music performed before a crowd, the emotions brought on by a live performance, or the pride of seeing your culture celebrated before thousands of people.
Outside of work, I balance a secret love of Taco Bell with a passion for fitness and staying active every day. These personal rituals keep me grounded and energized as we continue to build the infrastructure for KPP’s expansion. If I could offer advice to my younger self, it would be to stay focused, stay humble, and never stop learning.
We have big dreams ahead. We have larger milestones to reach. Every show, every city, and every voice that sings along reminds me why I built Kash Patel Productions. It was to create something greater than myself. It was to build a legacy that connects generations through music.
TECH TALK
■ JUSTIN LUNNY, FOUNDER & CEO OF EVERRATI
Retro Rides Recharged
Why
classic car enthusiasts are ditching combustion for electric powertrains.
For years
, the classic car world has been defined by a deep reverence for provenance. Matching numbers. Factory paint. The sounds, smells and quirks of a combustion engine frozen in time. Automotive is a space rooted in tradition, where change has always come slowly. So it surprises some to hear that one of the most significant shifts in this space isn’t being driven by manufacturers or regulators; it’s being led by the enthusiasts themselves.
Today, more classic car lovers are choosing to electrify their vehicles, not as a rejection of heritage, but as a way to preserve and enjoy it within the context of the modern world.
At first glance, that might seem contradictory. After all, some might argue that when it comes to a vintage car, it’s all about watching the tachometer race to the redline that makes it special. But when you talk to the people behind the wheel, a different story often comes to light, one that’s less about what’s lost and more about what’s gained. I’ve had countless conversations with collectors, hobbyists and longtime car enthusiasts who’ve made the switch to electric. Many say they loved their classic cars but rarely drove them; concerned about the possible issues of older engines and hard-to-replace parts. After a while, the reasons I heard became more and more familiar: difficult cold starts, temperamental carbs, oil leaks, outdated safety features or the creeping sense of guilt every time they filled the tank. These vehicles, as beautiful as they were, had become static objects, admired but not experienced.
Electrification changes that. A classic car with a modern electric powertrain becomes something entirely new, something redefined: accessible, clean and ready to drive every day. The reliability and instant torque of an electric vehicle brings new life to older vehicles, making them usable without diminishing their charm. Importantly, it allows
drivers to hold on to the form, design and emotional pull of their car without the friction that once came with it.
Critics often say that removing an engine is akin to erasing the soul of the car. I understand the sentiment, but I wholeheartedly disagree. Soul isn’t just about sound; it’s about how a car makes you feel. If electrification allows someone to connect more often and more meaningfully with a vehicle they love, that’s not a loss. It’s a deeper kind of preservation.
And this shift? It’s not just anecdotal anymore. The global market for retrofit electric vehicle powertrains is projected to more than double, growing from $61.68 billion in 2022 to $125.37 billion by 2032, according to Precedence Research. Rising fuel prices, mounting environmental concerns, and the demand for cleaner, more reliable alternatives are pushing both car owners and automakers to rethink what powers a vehicle.
This shift is also about mindset. We’re seeing a new class of collectors emerge, one that values sustainability alongside authenticity. These are discerning individuals who want to stand out not just by what they drive, but by how thoughtfully it was built and why it exists. Many of them wouldn’t even consider a vintage Porsche or Land Rover if it weren’t electric. They admire the design but live by modern values. That’s exactly the kind of thinking that led me to start Everrati. I saw a way to honor these automotive icons by making them powerful, environmentally conscious and one of a kind for a new generation. Vehicles that evoke a sense of history but capable of existing in the future. Because the two don’t have to be at odds.
Some of this change is generational. Younger collectors, often successful entrepreneurs, designers or those working in tech, grew up with climate consciousness in their DNA. To them, luxury has taken
on a new meaning. It’s intentional.
That mindset is even bigger in places like South Florida, where car culture has a strong and deep-rooted history spanning decades. This is a region where collectors care deeply about conscious curation, not just consumption; where weekend drives stretch from Coral Gables to Palm Beach, and where conversations about sustainability aren’t limited to buildings and boats. Driving an EV redefined classic along Ocean Drive or Las Olas has become a lifestyle evolution for these forward-thinking residents.
Of course, electrifying a classic car isn’t as simple as swapping out an engine. At least not if you want to do it properly, and with the long-term in mind. It requires careful engineering, respect for design integrity and a deep understanding of the original vehicle’s dynamics. Done well, it’s a way of fi ing modern tech to the car, not forcing the car to adapt. And let’s be clear: the internal combustion engine isn’t going away overnight. There’s still a place for originality, for preservation and for the visceral thrill of petrol power. But for those who want to keep driving their icons for decades to come, on roads that will increasingly favor zero-emission vehicles,
DRIVING AN EV REDEFINED CLASSIC ALONG OCEAN DRIVE OR LAS OLAS HAS BECOME A LIFESTYLE EVOLUTION FOR THESE FORWARD-THINKING RESIDENTS. “
electrification offers a practical and emotional bridge to the future.
We’re at a cultural inflection point. The old idea that classic cars must remain frozen in time is giving way to something more dynamic. Enthusiasts are realizing that honoring the past doesn’t mean rejecting the present. In fact, embracing the present may be the best way to protect the past.
So no, classic car lovers aren’t turning their backs on tradition. They’re reinterpreting it. They’re asking: What if you could keep everything you love about a vintage car—and still drive it through a low-emissions zone, plug it in at home or take it out on a whim without checking the oil first? For a growing number of people, that answer is electric.
And not because they’re being forced. It’s because that’s what they truly want.
Life in the Fast Lane
Bitlux founder and CEO Kyle Patel runs a high-velocity business while pursuing his passion for high-performance cars.
■ BY JOSEPH A. MANN JR.
WHEN KYLE PATEL
, the founder and CEO of jet charter firm Bitlux, was growing up in rural Georgia, he was fascinated by high velocity. “I was a fan of everything that went fast,” Patel says. “And cars were the most immediate thing. By age 4, I knew what a Porsche 911 looked like.” Patel read racing magazines as a youngster and immersed himself in fast-car lore. He also grew up in a family where his father was a commercial pilot and often visited aviation museums.
Today, at 33, Patel has been able to combine his passions for “things that went fast” on land and in the air: He heads a Boca Raton-based company that provides global luxury jet charters, owns and races an Italian-made WolfGB08 race car and sponsors Lamborghini Huracán Super Trofeo cars that the TR3 racing team in Davie runs in competitions throughout North America.
“The combination is really good,” Patel says. “I’m surrounded by amazing people … our charter customers, entrepreneurs, racing drivers and crews, car owners and our employees.”
Patel decided to start up his own jet charter company in 2018 after working for other air charter companies and helping to grow their businesses. He saw an opportunity for a new tech-driven luxury charter enterprise that offered be er customer service, plus rapid booking and luxury amenities to domestic and international clients.
And cryptocurrency played a key role in his decision. “The idea came to me in 2017, when I was working for a competitor,” Patel says. “I had a customer who had difficulty using dollars for payment and needed to use Bitcoin. My boss laughed at me for suggesting Bitcoin and said no.”
Patel realized then that there was an expanding number of potential charter clients who wanted to use digital currencies and began planning his new enterprise. He learned how companies could process cryptocurrency payments, left his former employer and set up Bitlux — a name that combines Bitcoin and luxury — in February 2018.
Patel started his company with limited funds but abundant expertise. “I had about $26,000 in the bank, but my capital costs were mostly sweat equity and the new business was very tech-oriented,” he says.
Patel learned about the jet charter business by holding key jobs at three different air charter companies and brought this expertise to Bitlux. He also brought along his Rolodex of aircraft operators and contacts, built the Bitlux website and, since he couldn’t afford costly advertising at the outset, used social media and personal contacts to promote the new
enterprise.
In promoting Bitlux, Patel stressed that the company would accept cryptocurrencies. “We made a big pitch for Bitcoin and told potential clients we accept other types of digital currency,” he says.
Bitlux successfully expanded in a highly competitive market, a racting many customers who paid in cryptocurrency as well as others who used traditional currencies. “We’re now operating with about 400 lift movements per year, compared to 30 in 2018,” he notes. He began with one employee — himself — and now has 13.
Customers include businesspeople, wealthy individuals on vacation, family offices, people traveling with pets and oil and gas entrepreneurs. “A lot of them circulate in the cryptoverse,” Patel says, “wealthy cryptonomads.” When SFBW spoke with Patel, one client had just returned from a trip to Africa and another was in space.
Getting Bitlux off the ground
How do you launch a jet charter business that uses multimillion-dollar planes with startup capital of only $26,000? Patel knew every aspect of how jet charter operations work. Like luxury yachts, there is a pool of privately owned passenger jets based in Florida and other areas that are available for charters and short- and long-term lease operations. They are flown by experienced and qualified pilots and are strictly licensed and maintained. All this allows a charter company to operate without owning aircraft or maintaining a staff of pilots and maintenance personnel.
To a ract new clients, Patel launched Jet Card, a prepaid card that gives holders priority access to jets with 48-hour availability and fixed rates, plus concierge service.
Bitlux is based in Boca Raton, but “Clients can charter a flight from anywhere in the world and our planes can be located anywhere,” Patel notes. The company provides a full range of aircraft from light jets to
BITLUX PROVIDES A LEVEL OF SERVICE THAT IS NOT PRESENT IN OUR REALM OF THE MARKET. WE’RE TECH-DRIVEN AND ALREADY HAVE AI WORKING IN OUR SYSTEM, MAKING HUMANS MORE EFFICIENT.”
heavy, long-range aircraft, including the Challenger 350, Citation 10, Legacy 650 and the latest Gulfstream jets. Charters can include cabin service and luxury in-flight meals. Hourly rates for Bitlux charters can range from $8,532 to $16,800, depending on the aircraft and in-flight service required.
“We value the people using our service,” Patel says. “Bitlux provides a level of service that is not present in our realm of the market. We’re tech-driven and already have AI working in our system, making humans more efficient. We’re also developing a customer-facing app so customers can manage their own flights. With Bitlux, people can stop se ling for mediocre service.”
Connecting with TR3 Racing
Before se ing up Bitlux, Patel found out about the TR3 Racing Team while driving to work when he was employed by a different air charter service. “I saw a garage near the Fort Lauderdale airport (CQ) with several Ferraris,” Patel says. He had also met a TR3 racing team driver, who told him about the organization. Patel stopped at the garage, called TR3 Performance, met with its staff and learned about the TR3 racing team.
TR3 Performance Inc., is a specialized garage that provides a range of
performance and body enhancements for high-end street cars —think Ferraris, Porsches and Lamborghinis.
A Ferrari owner, for example, may want to add a different exhaust or suspension system, modify the body or add custom wheels. Clients own cars that are used in drag racing, street racing and formal track competitions.
The garage, now located in Davie, is owned by brothers Arthur, Oliver and Gregory Romanelli, who also run the TR3 Racing team. TR3 Racing and its professional drivers compete at Sebring, Homestead, Daytona and other racetracks on a Grand Touring circuit. “We decided to start our own shop in 2012 to work on race cars and street cars,” says Gregory Romanelli, CEO of TR3 Racing.
Aside from racing his own WolfGB08, Patel arranged a sponsorship with TR3 Racing: The Bitlux name appears on five out of the six Lamborghini Huracán Super Trofeo cars the team races.
$5B FLORIDA ECONOMIC IMPACT BY 2025
OUR IMPACT IN FLORIDA IS SKY-HIGH
MYSTERY AT SEA
Windstar Cruises President Christopher Prelog is Reinventing Adventure for His
Passengers
■ BY ANGELA CARAWAY-CARLTON
IIf you didn’t know be er, it would be hard to pick out Windstar Cruises President Christopher Prelog from the crowd of laidback passengers wandering the old streets of Castelmola, a Sicilian village spanning Mount Etna and the hilltop town of Taormina. Casually dressed in linen pants, a polo shirt and his signature glasses that he swaps out daily, the self-proclaimed ice cream fanatic is holding a sweating cone of gelato and entertaining a small group with his take on what makes the perfect cold treat.
Although Prelog boasts 27 years of experience in the cruising industry, he defies the stereotype of a traditional cruise line executive. When I crossed paths with him during April’s President’s “Mystery Cruise”— an eight-day voyage that sailed from Athens, Greece, to surprise destinations that were announced 36 hours in advance each day—he easily slipped between his role as an authoritative leader to a relatable member of the crew or guest community, dancing or hanging out by the soft-serve ice cream machine. Which makes sense when you learn
how he began his cruising career. “We’re literally si ing on the ship where I started as a waiter back in 1998,” Prelog reminisces, as we sail somewhere between Italy and Greece on the Star Legend, a vessel formerly owned by Seabourn Cruise Line. “In cruising, whether you are a guest, an officer or a crew member, you always remember your first ship. It’s exciting for me to come home.”
Prelog originally aspired to be an airline pilot, but when his eyesight wasn’t up to par, he shifted his career aspirations to hospitality. After completing a five-year program at a prestigious hospitality management school in Austria and gaining experience at several hotels, Prelog changed course and took a four-month contract in 1998 on the Seabourn ship working as a waiter. Ironically, he ba led seasickness from day one. “In the beginning, it was tough. I literally boarded the ship in Sydney, Australia, and I felt the ship moving. That’s how sensitive I was. We were still on the pier,” he recalls with a laugh.
Finding it hard to acclimate to language barriers and other challenges at sea, Prelog admits that he wanted to quit before his contract was up—but a rare lunch off the
Windstar Cruises’ Star Legend during its April Mystery Cruise. OPPOSITE: Windstar COO Stijn Creupelandt, COO Janet Bava and Prelog aboard the ship.
WHAT HAPPENS IS YOU BECOME PART OF THIS FAMILY, SO WHEN YOU LEAVE, THE FIRST THING YOU’RE THINKING OF IS, WHEN DO I RETURN? IT’S THIS STRONG BOND.”
ship in Tahiti changed his perspective, and ultimately, his career trajectory. “I went to this hotel beach in Bora Bora, and I sat down in a chair and looked out to the water, and it was just breathtaking. I said to myself, ‘It’s not that bad of a job,’” he recalls. “I decided if I’m going do it, I wanted to do it well.” Prelog wasted no time diving into the inner workings of life at sea, climbing the ranks from head waiter to restaurant manager and eventually serving in a variety of onboard roles. “Looking back now, it was the best part of my journey because I understand how everything works on the ship,” he says. “What happens is you become part of this family, so when you leave, the first thing you’re thinking of is, when do I return? It’s this strong bond.”
Within five years, Prelog was promoted to Seabourn’s shoreside corporate office, working as Director of Hotel Operations and then upgrading to Vice President of Hotel Operations and Purchasing. For him, working shoreside was a stark change to life aboard the ship. “On the ship, everything is about the guest and immediate results. In corporate, it’s about planning and pu ing projects in place. But the two don’t always go hand in hand,” he points out. After 18 years at Seabourn, Prelog jumped at the chance to work at Windstar Cruises in 2016, where he moved into the role of Vice President of Fleet Operations—and then, at the height of the pandemic in 2020, he was promoted to President. But those early days aboard the ship with his close-knit crew family still resonate with him, and he’s commi ed to use his past onboard knowledge to steer Windstar in new directions. “My goal is that we work shoreside, just like we work on the ships. When you understand how the crew works with each other and the guests, and a new project coming into play, it gives you a real edge.”
Cruisin’ On the Edge
In Miami, known as the cruise capital of the world, Windstar has managed to carve out a distinctive niche in a sea of competition. The boutique cruise line moved its headquarters from Sea le to Doral in 2022 and currently operates a six-ship fleet of small sailing and all-suite ships that visit more than 330 ports throughout the world. Prelog believes part of the brand’s success is their aptitude for agility, especially in a tumultuous travel age of natural calamities to pandemics and wars and unrest. “In times of these uncertainties, it’s important to be fast and speedy to market. My vision is that we continue to evolve and adapt to this ever-changing travel industry,” he says, adding that technology is also dramatically changing the travel space. “The guests have different expectations, social media platforms provide so much information that didn’t exist when I started, so as a brand you have to evolve with the times.”
For Windstar, that means investing in the newest technology, updating guest rooms, communal areas and its
Prelog participates in pastamaking during a stop in Italy.
crew areas (Prelog notes that a “happy crew delivers a great guest experience” and points to Windstar’s 95 percent crew retention rate), and they’ve even started a podcast, “Winds of Change,” hosted by Chief Commercial Officer Janet Bava, which offers a behind-the-scenes perspective of cruising, from its destinations to inner workings. The brand is also expanding: the first new build in their Star Class yachts, Star Seeker, will launch in December 2025 from Miami, followed by Star Explorer in December 2026. Both ships feature 112 suites that flaunt full private verandas or infinity windows and wow-worthy wraparound balconies in the owners’ suites.
But the cruise line’s sweet spot is their fun-loving, laidback a itude and intimate, small-size boats which have access to lesser-known, culturally-rich ports where the big ships can’t go—mingled with popular ports that sell with cruisers. (During my cruise, we never saw another ship at our ports.) Windstar boasts a fiercely loyal following, and during the week-long mystery cruise, I met guests who’ve sailed with the line a remarkable 12 to 15 times. “What I always say to the team is that we need to be different, but at the same time understand who our guests are and what they expect of us,” Prelog says.
The ship’s president says keeping the sailings fresh is a
top priority for Windstar’s corporate team and planners. Interestingly, the idea for the 2025 mystery cruise that I sailed on took shape during a Tahitian cruise the previous year, when a string of cyclones forced the crew to reroute to the remote Marquesas Islands. The pivot meant reimagining everything—new ports, new tours and new onboard entertainment. When guests remarked that every day was a thrilling “mystery,” Prelog realized they had stumbled onto something special, and the mystery cruise was born.
“These cruises aren’t for everyone. They’re for openminded travelers,” Prelog admits. “In today’s world everything is planned; this cruise is the opposite. It’s awakening your sense of adventure, your sense of exploration and excitement.” During our voyage, we visited ports that included Taranto in Puglia (a first for Windstar), Taormina in Sicily, Reggio Calabria, and Kalamata, Greece— and Windstar has already crafted a 2026 Southern Italy itinerary featuring some of these stops. But for the man who started as a waiter, the magic of cruising isn’t just about the destinations.
“It’s more about who you are going with, not where you’re going,” Prelog notes. It will be fun to watch where he takes Windstar next.
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THE BUSINESS OF BEING FORT LAUDERDALE
Can the city forge a new brand for its economy beyond the spring break ethos?
■ BY JOHN PACENTI
The 1960s classic film Where the Boys Are opens with an aerial shot of Fort Lauderdale Beach, depicting the nascent city as a sleepy tropical paradise that comes alive for two weeks of the year as college students descend on the city for spring break. Despite many industries and professions thriving, Fort Lauderdale has long been, for the most part, inexorably tied to the image of spring break, of sun and fun—in other words, tourism and hospitality.
Then, it all came to a skidding halt.
“So, we realized when COVID hit us, it was a wake-up call that we could not rely on travel and leisure as a component of our economy that we could always rely on,” says Fort Lauderdale Mayor Dean Trantalis. “We realized that diversifying the economy is very important for the sustainability of Fort Lauderdale.”
Mike Balter is the southeastern regional leader for CBIZ, a professional services advisor for midmarket businesses. He says that prepandemic, real estate and hospitality were the backbone of the Greater Fort Lauderdale area’s economy. “But if you look at it today and you ask me now,” he adds, “in terms of Fort Lauderdale, there are significant sectors like finance, retail, and technology, which definitely were not part of my vocabulary back in the day.”
Manufacturing, high tech, and aviation repair are blossoming in the Broward economy. And truthfully, the spring break rep short sells a hospitality industry that generated $124 million in tourist development revenue last year.
Trantalis envisions medical tourism taking root in the area where patients come from out of state for elective surgeries and procedures.
And the numbers don’t lie. Fort Lauderdale-Hollywood International airport saw more than 35.2 million passengers pass through its gates in 2024. Port Everglades, which is anticipating a record 4.4 million cruise passengers this year, is the 12th-busiest cargo port in the U.S. and provides more than 10,000 local jobs.
But Ma hew Schnur, research and innovation manager for the Fort Lauderdale Downtown Development Authority, says that downtown, spurred on by development, has more than doubled its population since 2010, with many young professionals and families calling it home. The DDA says downtown has added more than 3,000 jobs—a stunning number. “Our city is starting to come into its own as one of the most in-demand destinations to live and work in the country,” Schnur says.
Las Olas Boulevard is now home to an array of businesses, adding to its footprint of legal and real estate firms. The DDA says downtown Fort Lauderdale, driven by technology, finance, real estate, and professional services, has an annual economic impact of $35 billion.
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ABOVE: A postcard depicting the 1960 film.
Balter of CBIZ gushes about
The Main Las Olas, the mixed-use community that came online in 2020.
“After COVID, those investments — other clients of ours—came into and spent money on infrastructure and developed this modern office,” he says. “The Main is all luxury residences and nice retail establishments.”
The
media studio opened its doors in Fort Lauderdale in April.
A BUDDING TECH HUB HAS DEVELOPED, WITH SOME ESTIMATES THAT THE SECTOR ALREADY CONTRIBUTES $2.5 BILLION TO THE LOCAL ECONOMY. THERE HAS BEEN A 27% SURGE IN TECH JOB OPENINGS, SUCH AS IN CYBERSECURITY, WITH JOBS THAT PAY AN AVERAGE
SALARY OF $123,353 A YEAR.
A budding tech hub has developed, with some estimates that the sector already contributes $2.5 billion to the local economy. There has been a 27% surge in tech job openings, such as in cybersecurity, which boasts jobs with an average salary of $123,353 a year.
It’s not brain surgery. If you build it, they will come—to paraphrase another famous movie. And
Fort Lauderdale’s investment in broadband infrastructure that boosted speeds by 40% doesn’t hurt in a racting these types of businesses.
“So, what are we doing to diversify? We have focused a lot on trying to encourage financial services and tech industries to come to our area,” Trantalis says.
And, the mayor says, Fort Lauderdale hopes to be the next hot spot for filmmaking. In a public-private partnership, a studio is being developed at the 60-acre site of a former incinerator dump. Paying for the nearly $170 million construction
is Fort Lauderdale Studio Initiative LLC, a corporation spearheaded by developer Michael Ullian and Infinite Reality. And in April this year, the New You Studio television and media production facility broke ground on a 9,500-square-foot renovated state-ofthe-art studio.
Trantalis is hardly alone in forging a brand for the greater Fort Lauderdale area. There are the DDA and the Greater Fort Lauderdale Alliance— and private players like CBIZ. All are playing Johnny Appleseed to grow orchards bearing different varieties, so when one sector hits a bump, such as with the current real estate downturn, the Broward economy keeps humming.
The competition, however, is stiff. Miami-Dade County is an economic hydra, with South Beach, Calle Ocho, Miami Medical Center, and University of Miami. Delray Beach is thriving, especially in real estate, and West Palm Beach aims to become the Wall Street of the South, a racting financial companies to its downtown.
Fort Lauderdale was incorporated in 1911—so, let’s call it a late bloomer.
“Part of what makes Fort Lauderdale unique is it’s such a young city really trying to establish a brand that stands apart in this Southeast Florida region and not trying to compare [itself] with Miami or Palm Beach or West
Fort Lauderdale Mayor Dean Trantalis said the realization hit during the pandemic that the city “could not always rely on travel and leisure” to boost the economy.
Palm or Boca for that ma er,” says Jenni Morejon, president and CEO of the DDA.
One man with his finger firmly on the pulse when it comes to diversifying the economy is Bob Swindell, the president and CEO of the Greater Fort Lauderdale Alliance. His enthusiasm for the future of Greater Fort Lauderdale is contagious. “We look for industries where we have pockets of existing workforce and talented people working in that industry,” Swindell says.
A good example, he notes, is maintenance, repair and overhaul (MRO) of aircraft—commercial and private. He points out that when Eastern Airlines went out of business in 1991, a large number of out-of-work mechanics eventually migrated to Broward County. “A lot
into a 10,000-square-foot office space in downtown Fort Lauderdale in August 2022. And then there’s advanced manufacturing: Dallasbased ATI Inc. cut the ribbon in February on a 132,000-square-foot facility in Margate that contains high-powered 3D printers to make aircraft components. “They are making component parts for
the coffers for decades. As for spring break reputation, Mayor Trantalis says hospitality is still a big kahuna — including those college kids.
“It’s still ‘where the boys are.’ Why? Because we lay out the red carpet for young people to come here and enjoy themselves. And they did this year. We had a great time,” Trantalis says. “Everyone was safe.”
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LEADING PHILOSOPHIES
A Prime Example
Cameron Mitchell’s journey as a restaurateur and CEO has always been rooted in people-first values.
■ BY LORI CAPULLO
Cameron Mitchell, the visionary behind Cameron Mitchell Restaurants (CMR), has carved a distinctive path in the American dining landscape—one built not just on exceptional food and hospitality but on an unshakable commitment to people. From a high school dishwasher to the founder of one of the nation’s most respected restaurant companies, Mitchell’s journey is a story of grit, purpose, and a people-centric philosophy that has powered his $600 million empire and continues to shape the future of hospitality.
From Dishwasher to Culinary Visionary
Mitchell’s foray into the restaurant industry began modestly at age 16, scrubbing dishes in a Columbus, Ohio kitchen. But it didn’t take long for ambition to take hold. “When I was 18, I wrote down my goals,” he says. “I was blessed to know what I wanted to do, which was half the ba le.” That clarity led him to the prestigious Culinary Institute of America, followed by a rapid ascent from sous chef to general manager to operations leader of a six-unit restaurant group.
Frustrated by corporate limitations, Mitchell dreamed of a new kind of restaurant company—one where people, not just profits, came first. In 1993, he founded Cameron Mitchell Restaurants with the belief that genuine hospitality could be scaled, but only if the foundation was built on respect and care for every associate. “It was one of the hardest—if not THE hardest—things to get the restaurant open,” he recalled. “You know, you have no money, no one to help you, you’re swimming upstream. But failure wasn’t an option.” His first site fell through, forcing him to start over. “It took 14 months to get that first restaurant open. From there, it was a long haul. It hasn’t been easy—some days have been be er than others.”
That persistence paid off. Today, CMR includes nearly 60 restaurants coast to coast and employs over 6,000 associates.
“We’re blessed to be the fifth-largest privately held concept restaurant company in the country,” Mitchell notes. “I’m surrounded by incredible people. I’m always afraid of failure, even today. But it’s not an option.”
A People-First Philosophy
THIS PAGE: Singer/ songwriter Anirudh Ravichander.
OPPOSITE: Krish Patel, Kash
At the heart of Mitchell’s success is his deeply held belief that happy associates lead to happy guests—and, ultimately, successful business outcomes. “We take care of our people; our people take care of our guests; our guests take care of our company,” he often says. This ethos permeates everything from his flexible scheduling policies to employee recognition programs to a famously low turnover rate of just 14%, compared to the industry average of 30-40%.
“We’ve created a culture and a set of values that inspire people to hitch their horse to our wagon,” he says. “Respect, dignity and opportunity—they stick with us a long time and don’t want to go anywhere else.”
Mitchell backs that up with personal investment in his team, hosting company-wide meetings and even teaching a course for new managers, CMR 101, to help them understand the company culture. “I tell people I want it to be the last job they ever have. I don’t want anybody looking for another job.”
The results speak for themselves. In a recent leadership conference of 62 top executives and directors, CMR calculated an astounding 1,100 collective years of experience within the company. “A lot of people have been with us 20, 25 years,” he says. “It helps prevent some of the potential potholes.”
Ocean Prime Fort Lauderdale: A Vision Realized
Among CMR’s multiconcept portfolio, Ocean Prime stands as the flagship—a high-end steak and seafood brand renowned for combining culinary artistry with a top-tier cocktail and service experience. With locations in cities like New York, Beverly Hills, and Chicago, Ocean Prime’s arrival in Fort Lauderdale marks a strategic move that’s been years in the making. In town for the opening, he was met with what he described as a “monsoon,” but joked, “It’s a good test of our terrace here. Good news, no leaks.”
Asked about his ties to the region, Mitchell offers a candid backstory: “I got kicked out of my hotel here on Spring Break 44 years ago—that’s my only connection. Does that count?” He laughs and adds, “I haven’t come down since I was a kid. I’m mostly a West Coast guy—we have a place in Sarasota on Siesta Key—but the Southeast Florida market has just exploded.”
Indeed, the Fort Lauderdale location is more than a new restaurant; it’s a landmark project. “This has been our longest-lead time development project. We started looking at this location in 2018, and by early 2020 we were ready to sign the lease. Then March came, and we all know what happened then,” he said, referring to the COVID-19 pandemic. “The whole thing got set back, the developer froze, and we got locked up.”
After reviving the deal in 2022 and 2023, Ocean Prime Fort Lauderdale officially opened in April 2025. “Here we are now on the Intracoastal on a 100-yacht-slip marina. It’s an iconic location. Who doesn’t want to sit out there and enjoy that view? Whether for happy hour or brunch or dinner, it’s just a great place to be. We’re excited about it.”
Business Acumen Meets Hospitality and Heart
For Mitchell, the secret to long-term success lies in balancing culinary
expertise with business strategy. “I’d say 30% of the restaurant business is front-of-house operations. Then 30% is back of house. And the other 40% is the business side—lease negotiation, banking, insurance, health benefits, labor management, everything you can think of.”
Having worn nearly every hat in the business, today he reflects with humility and humor, “I’ve made my mistakes. I’ve said many times, I shoot myself in the foot once in a while, but I never shoot myself in the head.”
Now 61, Mitchell is beginning to think more seriously about the next chapter of his life. When I mention how remarkable his journey has been, he responds with a laugh, “I’m a li le tired. I hope to make it another five years. Then I will have been in it for 50 years and I figure I’ll get some real street cred.” His ultimate goal? Legacy. “I’ve been saying for years I want there to be Cameron Mitchell Restaurants long after I’m in the big restaurant in the sky. I’m in the process of preparing for that today,” he adds. “I told our executive team years ago, if all goes well, none of you will be si ing at this table in 10 years—but the table will still be here.”
With his youngest of three children graduating this year, Mitchell is looking forward to spending more time with his wife of 30 years. “I’m slowing down a li le bit and starting that transition, and hopefully the company will be in very good hands when I do step away.”
In addition to his business accomplishments, Mitchell is an advocate for education and community giving. He’s invested in culinary schools, supported numerous philanthropic causes, and authored a memoir, Yes is the Answer. What is the Question?, that doubles as both a personal narrative and leadership manual. At the core of it all is a simple but powerful truth: When you put people first, success follows. Cameron Mitchell has built more than a restaurant company—he’s created a culture, a movement, and a legacy rooted in values that endure long after the final course is served.
BUILDING CONNECTIONS
SFBW Hosted Empowering American Cities with Fifth Third Bank
South Florida
Business and Wealth was the proud host of Fifth Third’s “Empowering American Cities” program on April 1 at The Diplomat in Hollywood. The event, which hosted 250 attendees, kicked off with a breakfast buffet and coffee bar before distinguished speakers Sarah Dickerson, Assistant Research Professor and Research Economist Kenan Institute of Private Enterprise, and Jeff Korzenik, Chief Economist Fifth Third Commercial Bank, delivered economic data and intelligence with the mission of guiding leaders in their pursuit of strong financial performance and sustainable growth. The moderator was Walter B. Duke III of Walter Duke + Partners.
Empowering American Cities, a collaboration between one of the country’s largest regional banks and the Kenan Institute, a university-based think tank with a strong reputation for economic research, has been done across
Maria Haimovitch, George Valle and Maggie Gunther.
15 cities so far and the SFBW-hosted event was the first of its kind that Fifth Third held in Florida. With the economy in South Florida growing continuously, this was the ideal opportunity for an Empowering American Cities event.
“South Florida is just above the midpoint in its GDP growth forecast when we look at the 50 largest extended metro areas, so ahead of Chicago, L.A., New York and Philadelphia,” says Sarah Dickerson. “The talent pool here is quite strong and impressive, and a large share of the population has a bachelor’s degree or higher in high tech.”
“What’s really interesting is a subset of the finance market, the m ove of hedge funds, particularly to Miami, is something that is starting to create a sufficient cluster of talent that it can attract yet even more hedge funds into this marketplace,” adds Jeff Korzenik.
Key discussions centered around potential headwinds from changes to tariffs and immigration policy, both of which could impact the region. Fortunately, South Florida’s strong Finance and Real Estate sectors—coupled with its position as a global hub for business and talent—offer a solid foundation for long-term growth.
Housing affordability emerged as a pressing concern, echoing trends seen nationwide. With sluggish housing starts reported across the EMA, the affordability gap may widen in the coming months, affecting residents across income levels.
Interestingly, South Florida’s relatively small manufacturing sector could work in the region’s favor this year. As the industry braces for significant job losses nationwide in 2025, the local economy may be less vulnerable than others more reliant on manufacturing.
Overall, the event offered a realistic yet optimistic view of South Florida’s economic path—highlighting both challenges to watch and assets to build on. For more information, visit empoweringamericancities.com.
Walter B. Duke III, Kimberly Sarni, Sarah Dickerson, Stephanie Green, Jeff Korzenik
Chaz Warrington, Kimberly Sari, Shari Cedar, Kellie Hensley, Walter Duke
Stephanie Seltzer and Brooks Killmeyer
2025 HR AWARDS
Celebrating the Unsung Heroes of the Workplace:
SFBW’s 2025 Excellence in HR Awards
The 2025 Excellence in Human Resources Awards, hosted by South Florida Business & Wealth (SFBW), was more than just a night of celebration—it was a powerful reminder of the integral role HR professionals play in shaping thriving, resilient, and forward-thinking organizations. Held at the elegant Sport of Kings at Gulfstream Park in Hallandale, the event recognized the most dedicated and innovative human resources leaders in the South Florida business community.
SFBW believes that people are at the core of every great company, and HR professionals are the architects of that foundation. They are the first to hear an employee’s concerns, the ones who navigate complex organizational challenges, and the champions of culture, inclusion, and growth. That’s why this annual event, now in its 10th year, means so much to us. It aligns with our mission to spotlight the excellent work taking place
Singer Adam David performed for attendees.
behind the scenes and honor those who don’t seek the spotlight but deserve it most. From the opening musical performances by Jon Saxx and Adam David, the evening radiated energy and celebration. Emceed by SFBW Managing Director Kim Sarni, alongside Alan Berger, Vice President of Client Engagement at one of the nation’s leading search and interim resource firms, StevenDouglas, the ceremony reflected the camaraderie and community spirit that defines the HR industry.
One of the most heartfelt moments came as Sarni addressed the crowd to explain why this event holds such importance to SFBW. “These HR professionals ensure that a company’s values aren’t just words on a wall,” she said. “They make them real every day—for every employee.” She went on to highlight how HR leaders have evolved into strategic business drivers, essential in today’s ever-changing, fast-paced business environment.
The event’s longstanding presenting
sponsor, StevenDouglas, exemplifies the spirit of this awards program. For a decade, the firm has partnered with SFBW to elevate and recognize the best of the best in HR leadership. Berger—fondly known as the “Chief Schmoozing Officer”—brought his
US Century Bank (Sponsor) Rob Anderson, Jessica Goldberg, Samantha Gutierrez, Suli Fonseca, Martha Guerra, Mariana Aburman. Below, left: Alan Berger and Maryna Yudina. Below, right: Jon Saxx and Kim Sarni.
Teri Fuentes, Sponsor, Lockton.
signature enthusiasm and insight to the stage.
Throughout the evening, over 60 honorees from industries ranging from banking and education to health care, technology, and manufacturing were recognized for their exceptional work. Each has demonstrated a deep commitment to fostering strong cultures, driving performance, and supporting employee wellbeing. The ceremony culminated with a Lifetime Achievement Award presentation to Julie Staub, formerly of Jackson Health, recognizing her decades of dedication to people-first leadership.
But the awards weren’t just about accolades—they were a chance to bring together South Florida’s business community to appreciate the human aspect of business success. It also gave SFBW a platform to recognize the contributions of all of our sponsors. In the end, the night underscored the fact that behind every successful company is a team of HR professionals who make work more meaningful, inclusive, and impactful.
Below: The 2025 HR Award
Top right: The TD Bank Team: Pablo Pino, Jen Starkey, Sharon Reis (Honoree), Kim Cirillo, Ron Reis.
Right: MOSS Enrique Coello (Honoree), Dan Wobby and Geraldine Portuhondo, Geraldo Rossy, Tarialis Garcia, Eduardo Grevy, Erica Bennett, Juan McCausland, Drue Proffer and Carolina Martinez.
Honorees.
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