WHY GRUPO ECO IS BETTING HIGH ON THE FUTURE OF HALLANDALE BEACH
MEET FOUR CHANGE-MAKERS WHO ARE RESHAPING THE LANGUAGE OF STRENGTH AND INFLUENCE
HOW YOUR ONBOARDING OF AI CAN MAKE OR BREAK YOUR BUSINESS
FROM FLOATING SOCIAL CLUBS TO ELECTRIC BOATS, SAM PAYROVI IS CHANGING THE WAY SOUTH FLORIDIANS PLAY ON THE WATER.
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.
Andare is more than a residence, it’s a Las Olas experience. Rising above Fort Lauderdale’s skyline, this Pininfarina-designed tower blends fluid, wave-inspired architecture with seamless indoor-outdoor living and uninterrupted views of the ocean, river, and city. With over 35,000 square feet of unrivaled amenities, Andare offers a lifestyle of elegance and ease. Located at the intersection of Las Olas Boulevard’s vibrant energy and the serenity of the Atlantic Ocean, Andare invites you to embrace the future of luxury living.
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.
In nite inspiration, right on the sand.
Banesco USA Crosses $5 Billion Milestone as Growth Accelerates Across Florida and Puerto Rico
In a nancial environment where many banks are tightening their operations or scaling back, Banesco USA is moving decisively in the other direction. The leading community bank recently surpassed a major benchmark, reaching $5 billion in total assets –a goal it had originally projected to meet at year-end, but achieved six months ahead of schedule.
While the number alone is signi cant, it represents something more: a signal of momentum, strategy, and trust from the communities Banesco serves. Founded in 2006, the bank has carved out a strong niche in South Florida and Puerto Rico by staying disciplined in its approach and focused on building meaningful relationships.
“This milestone isn’t just about numbers, it’s about trust,” said Calixto “Cali” Garcia-Velez, President and CEO of Banesco USA. “We’ve earned the con dence of our clients by being consistent, responsive, and by showing up with real solutions. That’s what’s fueled our growth, and that’s what will continue to guide us.”
In the past year alone, Banesco has added to its physical footprint with the addition of a new team in Broward County and will open a full-service banking center in a new Hialeah location by the end of 2025.
This expansion aligns with the bank’s carefully structured threeyear strategic plan, which is reviewed and re ned annually. Rather
than chasing trends, Banesco has remained laser-focused on sectors and clients where it knows it can deliver the most value.
Commercial and industrial (C&I) lending has become a centerpiece of that approach. As interest rates put pressure on traditional real estate lending, Banesco was quick to adapt, investing in talent, tools, and infrastructure to better serve operating companies and entrepreneurs across a range of industries.
“We’ve built a platform that speaks directly to the needs of operating companies,” said Nelson Hidalgo, Executive Vice President and Chief Corporate Banking O cer. “We have the capital, the talent, and the appetite to support everything from middle-market rms to complex, high-value transactions. It’s a strong position to be in.”
Beyond lending, Banesco has modernized its o erings to meet evolving client needs. In 2025, the bank introduced several new treasury management tools, including Cash Vaults and CDARS, designed to improve liquidity and cash ow for business customers.
All of this is part of a broader value proposition rooted in responsiveness, elevated personalized service, and a deep understanding of the South Florida and Puerto Rico markets.
Banesco positions itself as big enough to handle sophisticated transactions but small enough to provide clients with direct access to decision-makers – a combination that’s become increasingly rare in the age of banking consolidation.
Looking ahead, leadership is quick to note that future growth will be talent-led, following the bank’s long-standing philosophy of building around strong teams and local insight.
As the bank nears its 20th anniversary in 2026, the leadership says the focus will be on showing gratitude to the clients, employees, and communities that have supported Banesco’s journey thus far.
“We’re small enough to deliver the kind of service where we know our clients by name, but large enough to execute complex deals,” Garcia-Velez said. “That’s a rare combination and it’s exactly where we want to be as a leading bank in the community.”
TABLE OF CONTENTS
THE FRONT
18 Editor’s Letter
19 News in Brief Short takes — because time is money.
26 Why I Built It
The Ark Companies’ Sam Payrovi shares the story of his company’s organic evolution.
32 Tech Talk Keyni Consulting Founder Jared Navarre on why AI will break your business without a proper foundation.
THE MIDDLE
34 Flying High with No Baggage
How BH3 Management became the “Swiss Army knife” of real estate capital and continues to expand its reach.
42 The Pow Factor
Meet the South Florida changemakers claiming power through food, movement and even rest.
48 Atlantic Rising Grupo Eco on why they’re banking on Hallandale Beach as the next rising star of South Florida.
THE BACK
54 2025 Prestigious Women Awards
SFBW celebrated Powerhouses in Heels at the annual PWA luncheon this spring.
ON THE COVER
BH3 Management’s Eric Edidin, Greg Freedman and Daniel Lebensohn.
CHIEF EXECUTIVE OFFICER Gary Press
MANAGING DIRECTOR Kim Sarni
GROUP EDITOR IN CHIEF Lori Capullo
CREATIVE DIRECTOR Melanie Geronemus Smit
ART DIRECTOR
Alexander Hernandez Evelyn Suarez
CONTRIBUTING WRITERS
Angela Caraway-Carlton, Joseph Mann, Oscar Musibay
Jared Navarre, Jenny Starr Perez
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
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I’m Gabriel Noboa, founder of Lytening Hydration, a performance-driven hydration brand based in South Florida. Our mission is to keep athletes safe, fueled, and game-ready, especially in the kind of heat we know all too well. We partner with athletic programs at the youth, college, and semi-pro levels, helping sports organizations nationwide protect their players and elevate performance.
NewsDeveloping
n South Florida, bold ideas aren’t just encouraged— they’re expected. This month in SFBW, we spotlight visionaries redefining our region’s skyline, shorelines, and sense of possibility.
For our cover story, Joseph Mann goes behind the scenes with BH3 Group, a forward-thinking powerhouse development firm known for its bold, design-driven projects that has established deep roots in Fort Lauderdale, helping to shape the city’s evolving urban identity. With a reputation for revitalizing underutilized spaces into high-value, architecturally distinctive properties, BH3 has played a key role in the transformation of areas like Flagler Village—once a warehouse district, now a vibrant arts and residential hub. Their Fort Lauderdale projects reflect a commitment to blending luxury with lifestyle, always pushing the envelope of what’s possible in modern urban development. For BH3, Fort Lauderdale isn’t just a market—it’s a canvas.
Oscar Musibay takes a look at the developers placing big bets on Hallandale Beach. Long overlooked in favor of its flashier neighbors, Hallandale is now emerging as South Florida’s next hot zone for innovation and luxury. With transformative projects in the pipeline, these developers are proving that smart capital and inspired design can turn any zip code into a destination. Innovation on the water is also making waves in this issue. In our “Why I Built It” column, we meet Sam Payrovi, founder of ARKUP, the Miami-based company behind
futuristic floating social clubs and electric water taxis. His vision? To blend sustainability, mobility, and luxury in ways that serve both the environment and the elite. It’s an audacious concept with very real implications for the future of coastal living—and it’s happening right here in our backyard. It’s been my pleasure to be the editor of South Florida Business and Wealth for the past 11 months, but the time has come for me to move on. I leave it to the new editor, Jessica Graves, to bring you all the latest and greatest business (and wealth!) news that proliferates on a daily basis as I join the ranks of readers who look forward to digging into every consecutive edition. Change is good, and it’s what makes South Florida such an exciting place to be.
Enjoy the issue.
Lori Capullo Group Editor-in-Chief lcapullo@lmg .com
GISELLE CHEMINAND
LEADING COMPANIES TO SUCCEED AT A FASTER PACE
As an INC 5000 honoree, leading one of the fastestgrowing companies in America, you understand how to grow with speed. What advice would you give for anyone who wants to grow quickly in any area of their lives?
I would say invest in yourself for your personal and professional development; that is what I have always done. One of the most important qualities required to move quickly and succeed in any field is the ability to make rapid decisions. Many people dwell in uncertainty and self-doubt longer than necessary or get stuck in analysis paralysis and procrastinate making decisions, let alone doing so quickly. As Socrates said: “Know thyself.” I would add, “Change thyself.” Improve yourself, unleash your confidence, and expand in areas where you are not yet developed. When you grow within, the pace of success increases in different aspects of your life experience. You will grow quickly and feel great about overcoming inner and outer barriers and becoming who you were meant to be faster.
What is one of the qualities you find essential to achieve success as a leader?
I think one of the most important qualities is the ability to be true to yourself, to be authentic. “Be yourself; everyone else is taken!” Everyone’s path and story are unique. What works for someone else may not serve you as well at that moment in your life experience. Being able to always follow your inner compass and check within yourself whether that path fulfills you is extremely important. That doesn’t mean you cannot be coached by someone who is ahead of you; on the contrary, it is smart to learn from others’ expertise and be guided, which saves a lot of pain. What I mean is, no matter what leadership style you demonstrate, ensure it is an expression of your most authentic self. Being yourself should be easy; trying to be someone else is hard. Focus on being yourself. Evolve who you are, lead from within, always coming from self-respect. True leadership starts when you lead yourself to success with love and compassion, and then you can do the same with others.
Giselle Cheminand is the President & CEO of GCI Worldwide Corporation, which specializes in coaching leaders to ascend in their career path and companies to accelerate their pace of success. To learn how you can take your leadership results to the next level or increase your company’s growth, email coaching@gciwcorp.com or visit www.gciwcorp.com.
NEWS IN BRIEF
URBANLINK AIR MOBILITY IS ADDING MORE VEHICLES TO ITS PLANNED ELECTRIC
purchased dozens of eVTOLs to function as air taxis for a transportation system that will eventually have routes across South Florida and to Orlando, Tampa and the
The company isn’t just focused on air taxis. UrbanLink has also purchased 27 electric sea gliders and 20 electric water taxis to add sea routes to a zero-emission transportation network.
Let Sonny and Cher Serve Your Dinner
ROBOTS—SOME WITH CELEBRITY NAMES—ARE GAINING GROUND ON THE LOCAL HOSPITALITY SCENE.
Robots are moving beyond novelty status in South Florida’s hospitality industry—they’re becoming essential tools for addressing staffing shortages, rising wages, and high turnover. From food delivery bots to robotic bartenders and spa assistants, automation is being deployed across the region to stabilize operations and enhance service.
According to Verified Market Reports, the global hospitality robotics market, valued at $2.6 billion in 2023, is projected to grow more than 20% annually through 2027. Delivery bots made up about 40% of that market last year.
In Miami, Serve Robotics and Pink Bot are leading the charge with fleets of four-wheeled delivery bots supporting Uber Eats and small restaurants, while Coco Robotics and Starship Technologies expand operations in Wynwood, Brickell, and Broward County. “Robots help protect margins on shortdistance deliveries that couriers often avoid,” says Tyler Spitz, COO of Pink Bot.
Inside hotels and restaurants, robots are also gaining ground. Royal Caribbean’s Bionic Bar uses robotic arms to serve up to 1,000 drinks per day. In Coral Gables and South Miami, Be er Days Robotic Kitchens automate meal prep using systems from Remy Robotics. And Bokamper’s Sports Bar & Grill at Fort Lauderdale-Hollywood International Airport has introduced a duo called Sonny and Cher that was designed by LG.
At the Privai Spa in the Kimpton EPIC Hotel, a robotic masseuse from Aescape has performed over 800 sessions since its 2024 debut, supplementing human therapists.
Meanwhile, The Boca Raton has introduced “Johnny,” a tuxedo-clad robot butler who delivers snacks and tells jokes. “Robots aren’t replacing people—they’re filling gaps,” said The Boca Raton CEO
Daniel Hoste ler. “In an industry still struggling with staffing, that support can be the difference between burnout and guest satisfaction.”
With automation quietly reshaping the region’s hospitality model, South Florida may soon set the national pace for high-tech service
THE HOSPITAL CELEBRATED TURNING 75 THIS YEAR WITH A HOST OF NEW ACHIEVEMENTS.
This spring, Nicklaus Children’s Hospital turned 75 years old. Since then, it’s announced a pediatric academic affiliation with FIU and an affiliation with Broward Health—and more announcements are on the way. With over 40 service centers and urgent cares across Miami-Dade, Broward, Monroe and Collier counties, what started as the small but mighty Variety Children’s Hospital in 1950 is now bringing some of the most impactful moments to the healthcare system, among them:
• An FIU research affiliation that allows their doctors to continue developing life-saving treatments for children
• Broward County expansions designed bring our expert specialized care to the families within that community that would otherwise need to travel to their Main campus in Miami
• Broward Health affiliation
• A new specialty care center in Davie opening this month
• A new Primary care center in Pembroke Pines
• A Nicklaus Children’s Pediatric Behavioral Health Program now delivering care in Collier County
• The grand opening of the Kenneth C. Griffin Surgical Tower, one of the most innovative pediatric surgical facilities in the United States.
Optimum Bank Addresses Housing Challenges
THE FINANCIAL INSTITUTION HAS PARTNERED WITH HABITAT FOR HUMANITY TO DELIVER ZERO-INTEREST MORTGAGES.
Optimum Bank has partnered with Habitat for Humanity of Broward to provide zerointerest mortgage loans to six families facing housing affordability challenges. The initiative aims to expand access to homeownership, promote financial security, and strengthen communities in Broward County.
“With housing costs on the rise, many hardworking families striving for homeownership are left with few options,” the bank stated. By eliminating interest payments, the program makes owning a home more financially sustainable.
Beyond mortgages, the collaboration includes post-closing education and financial training to ensure families are prepared to manage their homes with long-term success.
“Homeownership is a cornerstone of economic empowerment,” said Tim Terry, President and CEO of OptimumBank. “We’re proud
to support families on their journey to brighter, more secure futures.” The six selected families, ve ed through Habitat Broward’s screening process, will move into safe, affordable homes in wellestablished neighborhoods.
For many, it’s a turning point— shifting from the cycle of renting to building equity and generational wealth.
“This is more than just providing a roof over someone’s head,” says Nancy Robin, CEO of Habitat for Humanity of Broward. “With Optimum Bank’s support, these families gain stability, security, and the ability to invest in their futures.”
The partnership also allows Habitat to re-invest funds into future builds more quickly, creating a replicable model for sustainable progress.
Optimum Bank hopes other companies will follow suit, highlighting how business–nonprofit partnerships can create lasting, measurable social impact.
Florida to New York Biz Leaders:
“Come on Down”
THE STATE’S DANGLING THE NOTION OF STABILITY, SAFETY AND ECONOMIC MOMENTUM AS INCENTIVES.
The Florida Council of 100 has issued a bold invitation to New York business leaders: Move south for stability, safety, and economic momentum. In an open le er released this summer, the Council paints a stark contrast between Florida’s pro-business climate and what it describes as growing uncertainty in New York.
“When a city’s economic direction grows unpredictable… CEOs must reevaluate where their companies can grow and prosper,” the le er reads. Florida, they argue, offers a clearer, more reliable path forward.
Florida’s recent economic performance backs the pitch. The state leads the nation in GDP growth since 2019, up 26.3%, nearly double the national average. Over 3 million new businesses have launched in that time—more than 634,000 in 2024 alone. According to the Council’s CEO Survey, 49% of Florida CEOs plan to grow their workforce in the next six months, and 45% expect to increase capital investments.
The state’s fiscal approach is also a selling point. Florida operates with a $115.1 billion budget and $13 billion in reserves—compared to New York’s $254 billion budget serving fewer residents.
Sector-specific growth is another highlight. Florida leads in finance, healthcare, e-commerce, IT, aerospace, and clean energy. Southeast Florida alone generates $51 billion annually from finance and insurance. The le er also points to public safety as a key differentiator, citing Florida’s lowest crime rate in 50 years, while felony assaults in New York City continue to climb.
Its message is clear: “If you’re seeking certainty, partnership, safety, and growth—Florida is open for business.” The Florida Council of 100 says it’s ready to help companies make the move.
Phil Fitzpatrick, Optimum Bank representative Treasurlyn Gayle-White, and new Habitat homeowners Shantavia Davis and Joseph White.
Since 1998, Belmont Village has safely delivered an unparalleled senior living experience for thousands of families. Collaborations with experts from the nation’s top universities and healthcare institutions, including Baptist Health, have established our national leadership in demonstrably effective cognitive health and wellness programs. Combining the highest levels of hospitality and care, our communities make life worth living.
WHY I BUILT IT
The Myth alongside the tender that shuttles its guests.
Hope Floats
From swanky floating social clubs to good-for-the-earth electric boats, Miami’s Sam Payrovi is challenging how we travel and play on the water.
■ BY ANGELA CARAWAY-CARLTON
WHEREothers see risk—or retreat from chaos—Sam Payrovi sees momentum and even a chance to build something new. Maybe his bold persona comes from 15 years of working at top investment firms on ever-turbulent Wall Street. Or possibly it was his next venture with his wife and co-founder, Nathalie, when the couple had to quickly pivot and convert their new luxury event space in New York City into a manufacturing hub for face shields when the pandemic struck. “We had never made a face shield in our lives,” Payrovi says. “We made 1.7 million face shields in five months.”
While the couple eventually reopened their luxury event space once the pandemic se led, Payrovi quickly bored of hospitality venues on land and decided to turn his a ention to becoming a hospitality disruptor on the water. In 2021, he and Nathalie announced Arkhaus, fancy solar-powered yachts that would become floating social clubs and originally launched as host boats for special chef-driven dinners, private events and even wellness retreats.
But it was when Payrovi was challenged to find a sustainable way to shu le guests back and forth to Arkhaus that he came up with a
second maritime venture called E-LIXR: zero-emission water taxis and a technology platform to power a nationwide network of operators of these vessels. “The cost and maintenance of fuel vessels would be out of control, especially with the amount of miles and back and forth we were doing in a day,” he says. “We knew this had to be electric. Ironically, I had an odd love of electric boats since I was 6 years old.”
At the same time, Payrovi was watching nationwide trends and legislation that was heralding replacing diesel-powered ferries and vessels with zero-emission transportation. “We recognized these
massive infrastructure changes coming over the next five to ten years, where all commercial boating, water taxis and water ferries will become electric,” he says. “California is leading the charge.”
That’s when the next hurdle hit. Manufacturing for the Arkhaus boats was taking longer than expected—they had ordered six boats and had only received two—and suddenly, the thirdparty Miami-based company that was making the boats in a corn field in Indiana announced it was going under. “It was, ‘shut down or figure it out,’” Payrovi says.
So, he made a bold move to acquire the boat manufacturer, which led to a third start-up maritime brand called The Ark Companies that would not only build boats for Arkhaus but could also use the same molds and tools to build the electric water taxis for E-LIXR. “We took a bad outcome and turned it into a great situation,” Payrovi says. “A lot of people will tell you that running one start-up is stupid but running three is insane.”
Right now, Payrovi expects to launch Arkhaus in January—that’s when the eco-friendly commercial yachts that can accommodate up to 40 guests will arrive—with memberships running $10,000 a person per year. Think of it as Soho House on the water with a beach-club environment: “Unlike Soho, we’re not focused on one group like artists or creators, we’re agnostic on industry. It’s more of a lifestyle club for disruptors who are shaking things up and moving the world forward,” Payrovi says. Aboard Arkhaus, guests can simultaneously have dinner while others are sipping cocktails, and mingling, and enjoying the unique programming.
The ultimate goal is to launch the Arkhaus hospitality boats in seven cities internationally over the next five years, including in New York City, Newport Beach, San Francisco, the French Riviera, Istanbul and
Dubai—and in the subsequent five years, an even more rapid expansion with 20 to 30 more clubs. “This is not like real estate. We can build these boats in a shipyard while pre-selling memberships, and move into a market so much quicker,” Payrovi points out. And that’s just scratching the surface of what Payrovi has planned: He’d also like to partner with luxury waterfront hotels to offer these floating beach clubs to guests, and Arkhaus would run the entire operation for them.
As for E-LIXR, the company can now also build those electric boats, and the longterm plan is to build an app-based system for an on-demand nationwide water taxi system that would showcase marinas and boats for pick up and drop off, instead of scheduled ferries. For instance, customers could request a water taxi ride through the app, and local operators of electric
boats can fulfill the on-demand rides. “We realized that we didn’t want to be a water taxi operator,” Payrovi says. “We want to be the Uber of the water.” He says they’ve already raised some capital for the venture, and a pilot program is already in play in Miami. By next spring, he hopes to have pilot programs in Sea le, San Francisco and New York City.
Somehow, Payrovi has managed to create a triple-threat company that benefits each entity. “All three of these companies work together so well, and there will be so many more synergies in the future,” Payrovi says. “I think when you’re in my shoes, usually, the end goal is to sell the company and make a lot of money. For me, I’m very much a builder. I want to build cool things and bring them to life, often pushing until it works the right way.
“I’m not willing to let something die.”
Nathalie and Sam Payrovi.
Arsy-Varsy
AWOL
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TECH TALK
■ BY JARED NAVARRE, FOUNDER, KEYNI CONSULTING
AI Will Break Your Business
LIKE VIRTUALLY
every other company on the planet, you’ve ramped up your AI spending. And you feel good about it. AI gives companies the power to boost profitability, and you’re ready to get in on it.
But are you really ready? Have you thought about the foundation that needs to be in place for AI to truly deliver what you need it to?
Have you made sure that your corporate structure and operations can support the faster pace you hope AI will bring to your organization?
If you’re romanticizing AI as an “easy bu on” or a universal problem solver, then you will most likely be disappointed by the return you get on your investment. I’m not saying AI can’t radically improve your company’s performance — it can, as the statistics show— but for your company to thrive after bringing AI on board, it needs to have sound systems in place before bringing AI on board. Otherwise, you’re just giving jet fuel to a go-kart.
Companies that turn to AI for an easier or cheaper way to grow will only add to organizational problems if underlying systemic issues are not addressed first. AI is a multiplier, but it’s just as good at multiplying weaknesses as it is strengths.
Effective onboarding is the key to maximizing AI impact
As companies seek to build an AI-ready foundation, onboarding is one of the most critical business systems to address. If onboarding isn’t firing on all cylinders, AI integration will most likely be a train wreck.
I can understand you having a hard time connecting onboarding with AI integration. After all, one of the key promises of AI is that it will reduce staff needs, not trigger more hiring, but onboarding’s impact reaches far beyond the new hire process.
Onboarding sets the tone in the workplace by providing clarity,
defining roles, and establishing operational structure. When onboarding is subpar, it leads to overlapping responsibilities, foggy accountability, and critical tasks slipping through the cracks. Job roles become Mad Libs and ownership turns into a game of hot potato until, eventually, no one’s quite sure who’s holding the bag. Introducing AI to a workplace with those types of problems won’t result in performance improvements. At best, it will become yet another point of confusion for already frustrated employees. At worst, it will accelerate the erosion of the infrastructure until even the best talent can’t bear the weight.
The first step to addressing poor onboarding systems is to take an honest assessment of them. Some onboarding KPIs you might consider include onboarding completion rates, new hire turnover rates, “time-to productivity” and new hire job satisfaction scores.
A well-executed onboarding experience signals competence, intentionality, and investment in employee success. It makes new hires feel confident, which makes them be er equipped to put AI tools to work.
Handbooks and playbooks foster AI adoption without chaos AI is an enabler that’s worthless without clarity on who it enables. It’s not an independent agent. It must be wielded by an employee who knows not only how to use it, but also why it’s being used and the results it is expected to deliver.
Handbooks and playbooks provide employees with the information they need to understand how they are to function and, consequently, how the AI-driven tools they are using are to function. They’re essential to fostering AI adoption without chaos.
Without a clear, cohesive handbook, a company is really just a group project held together by assumptions. The handbook is
…Unless You Fix This First
the operating system that defines cultural codes, communication norms, decision-making processes, compliance standards, and shared language. It’s the codex for clarity.
To achieve optimal clarity, companies should go beyond handbooks and provide rolespecific guides. Job-level playbooks that outline exactly what success looks like in a given position define the scope, priorities, recurring responsibilities, handoff points, and KPIs for each role with more nuance.
Handbooks are guides that help employees understand how their work fits into the broader organizational system, fostering both alignment and autonomy. They empower employees to bring AI into their workflow and ensure it is being leveraged effectively.
Alignment between HR and IT ensures more effective AI integration
Companies also need to ensure that the relationship between HR and IT isn’t out of alignment if they want to make AI an impactful part of the workflow equation. The role each department will play in ensuring that responsibilities are defined and AI is effectively integrated into those roles must be discussed and decided upon. If each team’s role in evaluating and supporting AI tools isn’t clearly defined, destructive fractures can threaten the entire organization.
A WELL-EXECUTED
ONBOARDING EXPERIENCE SIGNALS
COMPETENCE, INTENTIONALITY, AND INVESTMENT IN EMPLOYEE SUCCESS. IT MAKES NEW HIRES FEEL CONFIDENT, WHICH MAKES THEM BETTER EQUIPPED TO PUT AI TOOLS TO WORK. “
Just like any other new hire, AI will only excel if it’s onboarded into a healthy organization. Drop it into something suffering from systemic incompetence, and it will only make ma ers worse. Unlike a good employee, AI won’t challenge your bad ideas. It will only automate them at scale and serve them with a deadpan delivery.
– Jared Navarre, founder of Keyni Consulting, is a multidisciplinary founder and creative strategist with a proven track record in launching, scaling, and exiting ventures across IT, logistics, entertainment, and service industries. Navarre is also the creator of ZILLION, an immersive music project that blends narrative, multimedia, and live performance into a cohesive storytelling experience.
FLYING HIGH WITH
NO BAGGAGE
Fort Lauderdale’s BH3 Management—born during the financial crisis—has built a multibillion-dollar real estate enterprise.
■ BY JOSEPH A. MANN JR.
H3 Management, a commercial real estate development and investment firm based in Fort Lauderdale, got its start at a time when most real estate projects in Florida – and everywhere else - were flatlining.
During the depths of the Global Financial Crisis in 2009, BH3’s three partners took over a partially-finished luxury condo development in Miami Beach—Terra Beachside Villas—secured millions of dollars to finish the project when banks weren’t lending a cent to anyone in real estate development and turned the insolvent project into a highly profitable condo property. This was the beginning.
From one unfinished project to billions in investments
Today BH3—run by Daniel Lebensohn and Greg Freedman, co-founders and co-CEOs, and Executive Chairman Eric Edidin—is a major player in commercial real estate with a national reach, having invested more than $2.5 billion in Florida, New York City, California and other locations.
The Swiss Army knife of real estate capital, it develops, invests in and manages high-end condominium, commercial and hotel properties, provides capital to real estate, construction and related enterprises, engineers deals for non-performing loans and invests in other businesses, such as a recent venture in outdoor advertising.
The firm—which also has offices in New York City and Denver, Colorado—currently has almost $1 billion in assets under management and is developing over five million square feet of projects with a total completion value estimated at $5 billion.
“We’re like those Russian dolls,” Lebensohn told SFBW. One doll handles distressed debt, where the firm got its start, while inside are dolls representing real estate development, capital investment, lending and advertising.
How did all this happen?
The 2008 financial crisis and the tsunami of failing real estate loans it created brought together Lebensohn and Freedman to discuss an opportunity in South Florida … Terra Beachside, which was 60% complete when its developers—Sieger Suarez Architects of Miami—ran out of money.
Lebensohn in 2008 was an a orney with extensive experience in real estate working in New York City in a joint venture with Edidin, a co-managing partner in a capital management firm that handled distressed debts (i.e., bad loans) and invested in a variety of other assets.
“My firm wanted to get into distressed debt and Daniel
ABOVE: Triumphant triumvirate: BH3 Management’s Daniel Lebensohn, Greg Freedman and Eric Edidin.
OPPOSITE: The partners took over the partially finished Terra Beachside Villas in Miami Beach.
wanted to get out of law and into real estate, so we formed a partnership,” Edidin says.
Born and raised in Fort Lauderdale, Freedman was working here at a private lending firm that made bridge loans for real estate projects, renegotiated problem loans and provided other financial services.
After Edidin introduced the two, Lebensohn and Freedman decided to meet at the Sagamore Hotel on South Beach. “We intended to spend about an hour together but got along so well we met for three,” Freedman says.
And Lebensohn brought his father—a Holocaust survivor from Austria who is now 93 years old—to the meet. A multifaceted man with a long career in teaching and mathematics, as well as a former commander at the U.S. Merchant Marine Academy, he inspired his son. “He always dabbled and
invested in smaller rental properties and dragged me on the hunt for opportunities,” Lebensohn said.
A few months later and back in New York, “I was calling banks, looking for deals in Florida,” Lebensohn said. “Everything in Florida real estate was shut down ... all the cranes had stopped working.” Searching lists of distressed loans, he found “this beautiful, 116-unit asset at 6000 Collins Avenue in Miami Beach—Terra Beachside.
A few other guys were also looking at the deal, so I called Greg to see if he knew anything about it.”
A
“good deal” that gave BH3 its name
“Neither one of us had any money, and we had no business plan,” Freedman said. “But we knew Terra was a good deal for us.” It was a well-conceived project that crashed into a financial crisis.
In 2009, the two were ready to negotiate a takeover of Terra by acquiring a distressed loan that had originally financed
the project. During a computer conference, the financial group discussing the deal offered Lebensohn (in New York) and Freedman (in Florida) very unacceptable terms.
Annoyed, Lebensohn texted Freedman, “What do these guys think we are, three baggage handlers?” The text—meant to be private—appeared on all the computer screens.
Despite this somewhat embarrassing texting incident, Lebensohn and Freedman successfully negotiated the deal and assumed control of Terra for just under $20 million with funding from MSD Capital (now called DFO Management), the family investment office of Dell founder Michael Dell.
At the time, Lebensohn and Freedman were working with another partner, Charles Phelan, and the three decided to name their firm Baggage Handlers 3, or BH3 Management. The company bought out Phelan in 2017 and Edidin joined the partnership in 2020, also becoming a baggage handler.
The company has been involved in scores of new projects as a developer, partner, lender or investor, including 125 Greenwich in Manhattan.
“WE’RE LIKE THOSE RUSSIAN DOLLS,” LEBENSOHN TOLD SFBW. “ONE DOLL HANDLES DISTRESSED DEBT, WHERE THE FIRM GOT ITS START, WHILE INSIDE ARE DOLLS REPRESENTING REAL ESTATE DEVELOPMENT, CAPITAL INVESTMENT, LENDING AND ADVERTISING.”
Watering the bamboo
Terra was BH3’s first project and a test of the three partners’ skills.
“We like to joke that on our first distressed debt deal (Terra), we had no one else so we did everything,” Lebensohn said. “Some days we had to water the bamboo at the project site and some days we had to deal with irate subcontractors that hadn’t been paid. It was really complex. We had to finish construction, deal with legal aspects, market and sell units. Our first office was in a 2-bedroom apartment in Terra where we could see everything that was going on.”
“At the time we were not development guys,” he added. “We cut our teeth on this project. But what we had was common sense. The project was a myriad of common sense decisions and we brought on smart people to work with us. You don’t have to know everything. You have to know that you don’t know everything.”
After obtaining the new financing, the BH3 partners took over the deed and decided to work with Sieger Suarez Architects, who were Terra’s original architects, contractor and developer. In contrast to many distressed takeovers, BH3 decided to work amicably with the project’s original developer. “We basically took an adversarial situation, we bought in and became the project’s bank,” Edidin said.
“These are good people, and this should be a good project. Let’s keep them involved and cooperate. How do we make this a win for both sides?”
The collaboration worked well. Terra was completed in mid-2010 and turned out to be highly profitable for BH3, Lebensohn said. BH3 later joined forces again with Sieger Suarez on other projects.
More successful ventures
BH3 went on to participate in scores of new projects as a developer, partner, lender or investor. These include Privé at Island Estates in Aventura (twin 16-story luxury condo towers built on an island), 125 Greenwich (a super tall residential tower in Manha an) and Trump Hollywood (200 beachfront luxury condos).
It is currently working on a spate of other enterprises, including Watson Harbour (mixed-use project on Watson Island in partnership with Fort Lauderdale-based
Merrimac Ventures), the Mondrian Hallandale Beach (luxury condos), The Raleigh (hotel and residences in Miami Beach) and Icon Las Olas (luxury residences in Fort Lauderdale developed by the Related Group). The Mondrian project forms part of BH3’s strategy of investing in branded developments, which include the Viceroy Group and Ritz-Carlton.
“Pre y much everything we do is complicated. If it were easy, probably someone else would do it,” Edidin said.
“With our backgrounds, we can bring a lot of synergies to a project that another buyer can’t.”
High praise for BH3
Nitin Motwani, a major player in U.S. real estate development and a partner with BH3 on Watson Harbour, had high praise for the three “baggage handlers.”
“BH3 brings a strong sense of teamwork, depth, and professionalism to their projects, and they evaluate opportunities from all vantage points—including
development and design, market conditions, and the ability to execute,” says Motwani, a managing partner at Merrimac Ventures and at Miami Worldcenter Associates, where he has overseen development of the $6 billion Miami Worldcenter.
“Our family has known the partners at BH3 for many years given our Fort Lauderdale roots, and it was only a ma er of time before we would work together,” he added. “When Daniel, Greg and Eric presented their vision for Watson Harbour to our team a couple of years ago, we were immediately drawn to the idea of creating a partnership that would finally activate Watson Island after more than two decades of stops and starts. Miami voters approved our vision last fall, and we’re now in the pre-development phase.”
“Working with BH3 has been a great experience, as our firms share many of the same values – beginning with a commitment to investing in our South Florida community over the long term.”
TOP: Watson Harbour, a mixed-use project on Watson Island in partnership with Fort Lauderdale-based Merrimac Venture. ABOVE: The BH3 Management offices.
THE POW FACTOR
These changemakers are claiming power through food, movement, and even rest, reshaping the language of strength and influence in South Florida. ■
BY JENNY STARR PEREZ
PHOTOGRAPHY BY EDUARDO SCHNEIDER
he wellness aisle is crowded. But amid the kale chips, mushroom elixirs and adaptogen-enhanced everything, Erica Groussman managed to carve out a space. The Miami-based founder and CEO of TRUBAR, a clean-ingredient, dessert-inspired protein bar brand, has built a business on the radical idea that wellness should feel good, taste great, and never leave you bloated.
Launched in 2019, TRUBAR was born from Groussman’s real-life problem: navigating life as a busy mom of young kids while trying to eat healthfully on the go. “I was always in my car, grabbing protein bars that either tasted terrible or made me feel worse after eating them,” she says. “I thought, why can’t there be a bar that’s clean and indulgent?” That question became a company and a sensation.
TRUBAR bars are 100% plant-based, gluten-free, dairy-free, soy-free, seed oil-free, and free of sugar alcohols. Their whimsical flavors— “Oh Oh Cookie Dough,” “Daydreaming About Donuts,” “Smother Fudger Peanut Bu er”—read more like bakery case favorites than wellness aisle fare. But make no mistake, these are serious players in the $50 million clean-snacking category, now sold at over 15,000 retail locations including Target, Whole Foods, and Costco.
The recent national launch with Target marked a major milestone. “Target is our customer,” Groussman says. “It was thrilling to see bars flying off the shelves. We had to slow down our advertising because we kept selling out.” This summer, she’ll expand again—this time with TRUBAR Kids, a nut-free line that’s lunchbox-ready.
If her products are driven by cravings, her leadership is grounded in self-trust. “Building TRUBAR has made me more resilient than I ever thought I could be,” Groussman says. “You move forward, you adapt, you figure it out.” Power, in her view, isn’t performative. It’s personal. “It’s being strong in my body and confident in my decisions. It’s creating something that helps other people feel good in their own skin.”
Groussman’s daily routine reflects the same intention she puts into the bars. She begins her mornings with meditation, follows a clean, plant-forward diet, and keeps her wellness rituals flexible enough to fit real life. “Some days it’s lemon water and a workout,” she says, “Other days, it’s just remembering to breathe between meetings.” She believes in listening to the body and making choices that feel supportive rather than strict, eschewing preachy rigidity. “Hydration, clean ingredients, movement and sleep— those are my non-negotiables,” she says. “The perfect routine doesn’t exist. It’s just about feeling clear enough to lead.”
Kosher Soul
Tradition meets creativity in Raz Shabtai’s North Miami kitchen, where the Jerusalem-born chef serves up soulful food and a philosophy that feeds more than hunger.
ood is holy,” says Chef Raz Shabtai, standing tall in his kitchen at Mutra, the North Miami restaurant named after his grandmother. The statement is not a tagline. It’s the core belief behind everything he cooks, serves, and shares.
“When you treat something as holy, you respect it. You learn it. You understand where it comes from,” he says. Shabtai and his cooks recently visited their mushroom farm in Loxahatchee to witness the delicate balance of light, water, and care required to grow each one. “When I give someone a mushroom on a plate, I want to know how hard someone worked for it. That ma ers.”
Born in Jerusalem and raised in his grandmother’s kitchen, Shabtai was taught early how to feed people with love. “She called me ‘my son,’ not ‘my grandson,’” he recalls. “Every day before I left the house, she’d say, ‘Your name is more valuable than gold. Never forget that.’” The food at Mutra carries that same intention.
The open kitchen hums quietly as handmade couscous, maitake mushrooms, and corn polenta—made from Florida-grown kernels and almond milk—come together. “Corn and mushrooms are best friends,” Shabtai says, smiling. “We plate that dish with roasted maitake
is rushed.”
Shabtai didn’t a end culinary school. He started as a dishwasher and worked his way through every station. “I learned the technique later. But the joy? This came from my grandmother. She watched us eat like it was her paycheck.”
When he met his wife during the pandemic, he invited her for Shabbat and cooked a Moroccan tomato-stewed fish from memory. “She told me she fell in love with me because of that dish,” he says. “I truly understood the power of food to create connection in that instance.”
At Mutra, Shabtai cooks with full a ention to each moment. The restaurant doesn’t always have every item on the menu. “If I’m out of something, I say it. I’d rather give you the freshest ingredients than compromise. That’s what conscious cooking is.”
He sees guests as family and the restaurant as his home. “This is where I pray,” he says. “Not in the religious sense. I pray through my food. I’m giving you a memory. A moment. That is what people feel when they say, ‘We can taste the love.’”
And for Shabtai, that kind of success stirs the spirit.
in a brick oven, seasoned with cognac olive oil, French salt, and black pepper. Nothing
PHOTO BY DARRYL NOBLES
Everyday Alignment
With her Pilates-inspired practice, Nofar Hagag helps clients reconnect with their purpose through mindfulness and consistency.
n any given morning, you’ll find Nofar Hagag at the front of her sleek Miami Beach studio, cueing her clients through slow, deliberate movements on Reformers and Cadillacs. The room is silent except for the sound of breath and her voice.
“You don’t need noise to feel something,” she says. “When you’re fully present in your body, you’ll hear everything you need.”
That sense of presence is the foundation of the Nofar Method, her namesake fitness program that blends anatomical precision with intuitive movement. Built from years of athletic training, medical study, and one-on-one client work, her method has become a word-ofmouth phenomenon in New York and Miami. The focus is not on performance, but on connection—to the muscles, the moment, and yourself.
“I see every person as a story,” Hagag says. “You can’t teach a class if you’re not paying a ention to the people in front of you. You must acknowledge who they are, where they are, and what their body needs.”
The method is structured around a 50-minute class, with time equally divided between the Reformer and the Cadillac. Both machines are used with purpose, offering sequences that challenge strength, improve posture, and increase range of motion. The
programming shifts weekly, with each session designed to deliver a complete experience.
Hagag’s own story is layered: a former NCAA Division 1 water polo athlete, a fitness instructor in the Israeli army, and a longtime student of anatomy and physical therapy. She draws from that background to create programming that adapts to real bodies, real injuries, and real lives.
“I started teaching people who didn’t come from dance, people with scoliosis, arthritis, pain, pregnancy,” she says. “My goal is always to help someone walk out feeling aligned and clear.”
Even as the method has expanded—with two studios in Manha an and one in Miami Beach—Hagag continues to teach regularly.
“If I don’t move my body every day, I feel off,” she says. “Teaching grounds me. It reminds me why I started.”
The community built around the method is loyal and deeply connected. Instructors are trained directly by Hagag. Clients are greeted by name. Modifications are offered without request. Music is soft. Movements are specific.
“There’s energy in the room,” she says. “Everyone is doing the same thing, but for different reasons. That creates a rhythm that feels supportive.”
Her approach to her work is the same as it is in life: structured but personal. “There are a lot of ways to get stronger,” she says. “This is one of them. One breath, one rep, one intention at a time.”
Cool Under Pressure
With her Pilates-inspired practice, Nofar Hagag helps clients reconnect with their purpose through mindfulness and consistency.
he crowd at Amerant Bank Arena might never see the man behind the curtain, but Dr. Gregory Albert is often just steps from the ice— ready, composed, and focused. For 20 years, the Boca Raton-based plastic surgeon has been the go-to medical professional for the Florida Panthers, guiding players through high-pressure moments that happen as quickly as the game itself.
Albert’s role during a game involves urgency, adrenaline, and the realities of impact. His presence is constant, and his focus is immediate. Or else. “Most of the time, I’m doing the work right there,” he said. “Lacerations, broken noses, orbital fractures—it’s fast, and I have to be faster.” Whether it’s a suture midperiod or a full facial reconstruction between games, his hands don’t hesitate. Neither does his voice.
Reassurance, he insists, is as crucial as the repair. “It’s the most underrated part of the job,” he said. “The players need to know they’re okay. That they can still get back out there.” Sometimes, that means cracking a joke. Other times, it means a firm reminder of how li le time they’ll miss, or even a direct challenge: “Now go out there and make it count.”
Working alongside NHL and NFL athletes, Albert brings the same care and precision to his private practice. His patients, often athletes and performers, seek not only aesthetics but performance-enhancing solutions. “A 1% improvement in nasal breathing can make a difference,” he said. “And sometimes, that’s all someone needs to feel be er.”
Though he’s stitched his share of heroes and helped many return to the game, Albert keeps his mindset rooted in daily rituals. Each morning begins with a pause, and a wristband inscribed with positive affirmations. “I check it first thing,” he said. “It’s about taking a breath, thinking about yesterday, and se ing intention for the day ahead.”
As for the back-to-back Stanley Cup triumphs, the wins carry weight beyond the trophy. “The players held it together. We all did,” Albert said. “There’s a bond between the coaches, the medical team, and the executives. It’s deep. And once you’ve been through it together, it doesn’t fade. There’s power in numbers.”
ATLANTIC RISING
Viewing Hallandale Beach as the next rising star of South Florida, Grupo Eco seeks to expand its medical office footprint in the city.
■ BY OSCAR MUSIBAY
TThe sleek, modern architectural designs for Grupo Eco’s proposed medical office building in Miami positions the company as a major player in the City’s burgeoning Health District just west of Downtown.
The 14-story, 96,305-square-foot building at 800 NW 15th St. makes it a contender in a market that sees the University of Miami expanding and other developers including Black Salmon-Allen Morris and The Calta Group focus their substantial financial resources on the submarket.
From this medical office venture in Miami to the highly successful lifestyle center Atlantic Village in Hallandale Beach, Grupo Eco aims to further define itself as a visionary developer with a keen understanding of the region’s evolving needs. And more customized development is on the way.
“Our expansion depends on the sites we are able to get,” says Daniel Chaberman, who oversees development and leasing at Atlantic Village. “Depending on the site, we will adapt to market demands.”
Once considered a quiet neighbor just north of Miami-Dade County, Hallandale Beach has become a rising star on South Florida’s real estate scene—thanks in large part to visionary developers like Grupo Eco. The development of Atlantic Village at 801 North Federal Highway signals the city’s evolution into a hotspot for upscale living, professional and health care services, and luxury
In addition to the 12-story Class A medical office condo tower on Federal Highway, Atlantic Village is home to restaurants, beauty bars, a swimming school and more.
dining.
Though Miami’s Related Group was first to stake a major claim in Hallandale with its Beach Club Towers over a decade ago, the city has since experienced a surge in appeal. Soaring prices in Miami have prompted investors and developers to look north, with high-profile entrants like the Soffer family and 13th Floor Investments joining the action. Hallandale Beach’s momentum has grown so strong it was recently named “South Florida’s buzziest city” by national media.
Grupo Eco’s Atlantic Village includes an iconic, 12-story Class A
medical office condo tower at 800 North Federal Highway, high-end restaurants, high quality quick service food favorites like Doggi’s Arepa Bar and Dr. Limon’s Ceviche Bar, fitness centers like 54D Studios, beauty bars, a swimming school and more. The design and amenities are crafted to draw professionals seeking an elevated work-life experience, says Grupo Eco CEO Salomon Su on. To show its commitment to the area, Grupo Eco relocated its headquarters from Mexico to Hallandale Beach.
Although lots of a ention is on the U.S. tariffs, Su on said Grupo Eco’s confidence comes from experience.
“To date, tariffs have not had a significant
Over the past three years, Atlantic Village and office space, a racting a steady stream
commercial building on the south side of the property has 65,000-square-feet of Class A office and 65,000-square-feet of retail and restaurant space. It has a racted major Miami-based businesses like the Pan-Asian restaurant Drunken Dragon, adding to the development’s culinary appeal.
The layout of the shopping centers was intentionally crafted to ensure seamless access from both the streetfacing sidewalks and the rear surface parking areas. Pathways and staircases were designed not just for flow, but as experiences, including art installations visible from multiple vantage points. These visual elements invite exploration
TO DATE, TARIFFS HAVE NOT HAD A SIGNIFICANT IMPACT ON OUR PROJECT PLANNING OR CONSTRUCTION TIMELINES. WE CONTINUOUSLY MONITOR GLOBAL TRADE DYNAMICS AND ADJUST OUR SOURCING STRATEGIES ACCORDINGLY TO ENSURE MINIMAL DISRUPTION TO OUR DEVELOPMENT
PIPELINE.” “
and add vibrancy to the space, whether visitors are grabbing lunch, heading to a medical appointment, or fi ing in a workout. For tenants, the curated art became a point of pride—enhancing the atmosphere and reinforcing their enthusiasm for the prospects at the property.
Architects Salomon Su on and Pedro Bodegas emphasized the importance of visual openness that permeates the property. By carefully aligning sightlines and investing in premium materials—like expansive glass walls and Floridanative landscaping—Grupo Eco encouraged pedestrian movement across the site. At Phase 3, a six-story commercial structure, synthetic turf was added to terrace areas to evoke lush greenery while reducing water and energy use.
A key design goal was to maximize light and openness. Grupo Eco
delivered on this with 18-foot-high interiors and the use of tinted glass, which balanced style with function by reducing glare while elevating the buildings’ overall aesthetic.
These architectural choices gave incoming tenants a polished, upscale environment that inspired everything from refined menus to longer business hours.
Atlantic Village was preceded by Grupo Eco’s 7th Avenue Village, a 24,000-square-foot retail center that served as a proving ground for the Hallandale Beach market. That early project laid the foundation for a strong relationship with local officials and tested design elements—like color pale es—that would later be refined and expanded in the larger Atlantic Village development.
Grupo Eco brings with it a solid track record in international
development, with standout projects in Mexico including the Sofitel Mexico City Reforma and Park Interlomas. As Hallandale Beach continues to rise, Grupo Eco appears determined to shape its future—blending upscale design, global hospitality expertise, and a clear bet on the city’s growth.
The developer continues to explore how to expand its South Florida portfolio.
“The expansion into the residential and hospitality sectors remains a strategic priority for Grupo Eco,” Su on says. “We are actively evaluating land acquisition opportunities in South Florida that align with our long-term vision. Our goal is to replicate the success of these asset classes from the Mexican market by identifying prime locations that support sustainable growth and value creation.”
Grupo Eco’s development of Atlantic Village signals the city’s evolution.
2025 PRESTIGIOUS WOMEN’S AWARDS
Celebrating Powerhouses in Heels: SFBW’s 2025 Prestigious Women Awards
■ BY KIM SARNI
Every
year, South Florida Business & Wealth
shines a spotlight on the women who are not only shaping industries but shaping lives—in boardrooms, in their communities, and at home. The 2025 Prestigious Women Awards continued this tradition with an unforgettable luncheon honoring trailblazing women who lead with heart, vision, and purpose.
Hosted at The Venue in Fort Lauderdale, this year’s celebration transported over 250 guests to the romantic hills of Italy with a countryside-inspired affair. From the whimsical decor by Balloons Galore & More to the custom awards by American Trophy, every detail was curated to celebrate excellence in its most elegant form.
Taking the stage as Mistresses of Ceremony were South Florida favorites, Julie Guy and Tamara G—better known as THOSE 2
Krysta Fuoco, Kim Sarni and Susan Kaplan.
GIRLS in the Morning from 101.5 Lite FM— bringing energy, laughter, and heart to the celebration.
The afternoon’s success was made possible by Presenting Sponsor Nicklaus Children’s Hospital, who showed deep support for their honorees — including the incredible Dr. Katharine Button and the surprise Community Driven Award recipient, DeAnn Hazey.
A heartfelt thank you goes out to our Silver Sponsor, Shino Bay, where our honorees will be pampered with some well-deserved selfcare in the months to come.
This year’s honoree list reads like a who’s who of female leadership: Giselle Cheminand of GCI World Wide, Stacy Ritter of Visit Lauderdale, Erbi Blanco-True of Banesco, Teri Fuentes of Lockton, Christine Love-Hernandez of Chapman Partnership, Nicole Covar of Covar Global Events and Marketing, and Diana Quintero of Virgin Voyages — to name just a few.
South Florida Business & Wealth believes
Above: Ben Hamilton, Stacy Ritter, Lanie Morgenstern, Carol Henderson, Michelle Simon, Giselle Cheminand and Steve Lederman. BELOW Lorraine Shim, Tamara G and Julie Guy.
Melanie Montenegro.
in recognizing brilliance wherever it shines. From our Excellence in Human Resources Awards to our signature Apogee Awards for C-suite leaders, we are committed to celebrating those who lead with impact. And the Prestigious Women Awards are particularly special: They’re about sisterhood. They’re about change. They’re about raising each other up, owning our strength, and standing united—today and every day.
Above: Rachael Manocchio and Matt Eflani. Top right: Giuliana Hirshson, Julie Jones, Maureen Jaeger, Giselle Cheminand and Connie Chiara.
Below (left): Tanya Heller. Below (right): Kim Sarni, Melanie Geronemus Smit and Michelle Simon.
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The developer explains how Fortec is using its power for good
What inspired you to focus Fortec on early childhood education centers?
What inspired me was a simple realization: No one was truly paying a ention to this space. While the rest of the market was chasing trends, early childhood education was being overlooked by institutional real estate. I saw not just a business opportunity but a chance to create meaningful impact where it was urgently needed. That’s where Fortec stepped in. Over time, our mission has evolved from filling a gap to leading a movement. We’re proactively shaping how early childhood education real estate should be delivered: intentionally, efficiently and always with families in mind.
How is developing early childhood centers different from other ventures?
I’ve been involved in hundreds of millions in commercial deals – offices, retail, mixed-use – but early childhood education centers operate on a completely different level. You’re dealing with hyper-specific zoning, licensing requirements and life-safety codes. A mistake in a traditional office might cost you money. A mistake in a preschool could affect a child’s safety or learning. That’s unacceptable.
Tell us more about Fortec Cares—how did the idea come about?
It started by accident. One of the first schools we worked on was an existing facility we had purchased, and the new operator didn’t want any of the equipment inside – pencils, books, computers… tons of brand-new materials that still had so much life in them. We looked around and said, “This could really help someone.” We began gifting everything to local organizations that support kids. From there, we realized we had the ability—and the responsibility— to give back to the communities we serve in a real, tangible way.
What does the future hold for Fortec?
I want Fortec to become the leading early childhood education real estate platform in the United States. We’re going to expand into new markets, launch new fund structures, and continue building partnerships with the best operators in the country. I want people to look back and say Fortec changed the standard.
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