Business Development Manager Cristina Villaseñor cristina@latinoleaders.com
Digital Media & Design Manager Wendy Zacarias wendy@latinoleaders.com
Event Director Isabela Herrera isabela@latinoleaders.com
Art Director Fernando Izquierdo
Editorial Art & Design Carlos Cuevas Luis Enrique González Moisés Cervantes
Human Resources Manager Susana Sanchez
Administration and Bookkeeping Carlos Bernal
Executive Assistant to the
Liliana Morales
For
/ FEBRUARY 2025
TABLE OF CONTENTS:
• Index 500 of largest latino-owned companies 2025 Page 17
• Foreword by Jorge Ferraez & Eduardo Tobon, Co-Creators of the Index 500 Page 9
• Introduction by Ramiro Cavazos of the USHCC, partners of the Index 500 Page 10
• Index 500 of largest latino-owned companies 2025 Page 16
• What are the numbers saying: Insights from the Index 500 Page 45
• Leadership Highlights: Quotes from some of highest ranking leaders of the Index 500 Page 70
• Best Companies for Latinos to Work 2025 Page 87
BUILD YOUR DREAMS WITH FAITH
JOSUE RISSER GALVAN
MINISTERIOS LA TRUE RADIO
How was growing up for you?
JRG: It was difficult for me because I didn't have the tools at hand at first, and I didn't have the time either. My priority was to get my family ahead and pause my dreams for a moment, my passion for radio and television.
What were your central family values?
JRG: Respect, solidarity, gratitude, honesty, love, responsibility, communication, trust, and forgiveness. Each of them has impacted different stages of my life personally, as a son, father, and husband.
What brought you to your current business?
JRG: I take the passion of doing what I like the most: entertaining, informing on the radio, or television. Above all, there is a need for information in the world.
What has been your biggest challenge, and how did you face it?
JRG: There have been two very important challenges: money and people's envy for not allowing you to grow because they see you as a competition. The money: I faced it by working very hard but opening a company to give me extra income. People's envy I faced it by understanding that not everyone can understand that gifts and talents are not to compete but to become allies and grow mutually.
What are your short and long-term goals in your current position?
JRG: The short term is to get the license from the government to put my frequency in the alternative local tower. From there, I will send my signal from my studio and share the best information but, above all, be of support to society. In the long term, I will have the opportunity to extend to several cities and counties in the USA and Mexico and inspire and support people to achieve their goals in life and their offspring.
What advice would you give to the new generation of Latino professionals?
JRG: My advice is that you never give up and let life's circumstances blur your dream or discourage you. In every situation we live in, God is showing us that we can overcome obstacles. Each problem provides us with a lesson that leads us to maturity. I also encourage and exhort you to always be surrounded by people who work hard to build their lives, always offer your advice, and believe in their potential. Get ahead and overcome any obstacle in life with God's help!
THE WORLD is changing faster than ever. Advances in artificial intelligence (AI), shifting geopolitical landscapes, regulatory upheavals, and evolving demographics are forcing organizations to adapt—or risk becoming obsolete. In these turbulent times, strong leadership is not just beneficial; it is essential. Leaders must provide stability amid uncertainty, guiding their teams with trust, innovation, and a clear vision.
The Foundation of Leadership: Trust Trust is the bedrock of effective leadership. In an era of skepticism and rapid change, employees, customers, and stakeholders must believe in their leaders. Trust is built in two ways:
1. Integrity: Doing the right thing, even when difficult. Leaders who make ethical choices and prioritize long-term sustainability over short-term gains create organizations people respect and want to follow.
2. Credibility: Doing what you say you will do. Consistency and reliability in decision-making help teams feel secure, even in volatile environments.
When trust is strong, organizations become more resilient. Employees are more engaged, customers are more loyal, and stakeholders are more willing to support strategic shifts. Without trust, even the most well-planned strategies can fail due to a lack of commitment and alignment.
Leading in Turbulent Times: The Power of Trust, Innovation, and Vision
Ralph de la Vega
Embracing Innovation: Thriving in Change
Organizations that resist innovation risk falling behind. Leaders must foster a culture where teams embrace new technologies and adapt to changing regulations. Innovation is not just about developing new products; it’s about finding creative ways to operate more efficiently, serve customers better, and remain compliant in shifting legal environments.
How Leaders Can Drive Innovation:
• Encourage Experimentation: Create a culture where failure is seen as a learning opportunity rather than a setback.
• Leverage AI and Technology: Use emerging tools to enhance decision-making, optimize processes, and gain a competitive edge.
• Adapt to Regulations
Proactively: Instead of reacting to new laws with frustration, view them as opportunities to differentiate and lead in compliance and ethical business practices.
The best leaders recognize that innovation is a necessity, not a luxury. Those who anticipate changes and proactively adapt will emerge stronger.
The Power of Vision: A Guiding Light in Uncertainty
In times of uncertainty, people look to leaders for direction. A clear, inspiring vision helps organizations navigate ambiguity by providing a sense of purpose and clarity.
A Strong Vision Should Be:
• Compelling: It should inspire people to act, not just inform them of the future.
• Clear: Employees, customers, and stakeholders should easily understand where the organization is headed.
• Actionable: Vision without execution is just a dream. Leaders must translate vision into strategy and strategy into action.
When leaders effectively communicate a compelling vision, employees are more motivated, customers feel a deeper connection to the brand, and stakeholders have greater confidence in the organization’s future.
Conclusion
Leading in turbulent times requires more than business acumen—it demands trust, innovation, and vision. Leaders who act with integrity, embrace change, and provide clear direction will survive and thrive in an era of disruption. Organizations that build trust foster a culture of innovation and rally around a compelling vision will emerge stronger, more resilient, and better prepared for the future.
Ralph de la Vega is the former vice-chairman of AT&T Inc. He is the author of the best-selling book “Obstacles Welcome: Turn Adversity to Advantage in Business and Life.” He is also a LinkedIn Influencer, posting regularly on leadership and innovation.
LATINO ART LEADERSHIP
By William Hanhausen Carlos Cuevas
LATINO ART:
THE STRUGGLE FOR RECOGNITION AND INVESTMENT
In the contemporary art world, the question arises: Why does Latino art remain undervalued despite its undeniable cultural and artistic significance? The answer, much like a Caravaggio painting, is complex, layered, and demands an urgent reassessment of how art is perceived, collected, and valued.
A solid understanding of the dynamics within the nonprofit arts and culture sector is critical to its future success. The demographics and socioeconomics of the communities it serves are in constant flux, requiring institutions to adapt accordingly. As resources shift and the competition for audience engagement grows—both physically and virtually—organizations must evolve. Focused strategies, efficient tactics, and well-defined business models must balance the lessons of the past, the uncertainties of the present, and the opportunities of the future. Dedicated stakeholders have historically shaped the arts sector, yet today, systemic barriers continue to hinder the full recognition of Latino artists and their contributions.
Latino art, in its broadest and most inclusive definition, is finally gaining recognition at the highest levels of the art world. However, despite decades of struggle, these artists’ works remain under-documented, unseen, and undervalued as viable investments. How is this possible?
One theory suggests that Latino art is caught in a paradox: it is marginalized by both the mainstream art market and the very community that should uplift it. Successful Latino collectors and patrons, wielding vast financial resources, often shy away from investing in their own cultural heritage. Meanwhile, some artists distort the genre by failing to reflect authentic narratives, further alienating potential collectors. This results in a perception that Latino art is not museum-worthy, despite historical and artistic evidence to the contrary.
Not long ago, Latino artists were steadily gaining museum recognition. But today, political and economic forces are reshaping the art world. Collectors and galleries are abandoning their foundational principles in favor of “political correctness,” where inclusion is performative rather than substantive. The result? Art collecting has become an exercise in social posturing rather than genuine appreciation of artistic merit. Are collectors driven by money, trends, or fear of social judgment?
I wonder what does it mean to be yourself? Is it what we show, or what others see?” This sentiment resonates deeply within the Latino art community, where artists struggle with imposed narratives that do not align with their identities.
The exclusion of Latino artists is not merely an oversight; it is a systemic issue.
Auction houses—the gatekeepers of art valuation—often refuse to consign Latino works due to a supposed lack of sales records, disregarding both historical significance and artistic quality. Meanwhile, galleries selectively include Latino artists to satisfy diversity quotas, rather than genuinely appreciating or promoting their work. The result is a cycle of neglect, where Latino art is seen as either too niche or too politically charged to be a sound investment.
This indifference is not lost on Latino collectors, who now find themselves in an existential dilemma: should they conform to market expectations, altering their identity to gain recognition, or continue to preserve their heritage at the risk of remaining undervalued? This struggle is a classic case of genre dysphoria—a societal distortion that demands correction.The question is: How long will it take for the art world to acknowledge what has been in front of them all along?
CIGARDEN CLUB
BY FRANCISCO ARIAS
FINDING THE PERFECT CIGAR FOR THE GREAT RÉMY MARTIN XO
This pairing is part of a special collaboration with the renowned Rémy Cointreau, a distinguished house with a rich heritage in producing some of the world’s finest spirits, including the legendary Rémy Martin cognacs.
Montecristo, Altadis USA
Remy Martin: Remy Cointreau
Francisco Arias Cigar Sommelier
When presented with the challenge of finding the perfect cigar to complement the great Rémy Martin XO, the responsibility, as always, fell on me. And just to be clear—I’m not sponsored by any cigar brand, so every recommendation I make is unbiased, based purely on flavor, quality, and how well it pairs with the drink.
One thing I always consider when making these selections is accessibility. There’s nothing worse than reading about a fantastic pairing only to find out that the cigar is either ridiculously overpriced or impossible to find. So, I aim to choose cigars that are readily available and fairly priced, ensuring that the majority of readers can actually enjoy the experience.
For this pairing, I wanted a cigar that would complement the rich, complex character of Rémy Martin XO. This cognac is known for its deep floral and fruit aromas, followed by notes of ripe plum, candied orange, warm spices, and toasted hazelnuts. The finish is long and luxurious, with flavors of roasted cocoa beans and honeyed gingerbread, a perfect balance of sweetness, spice, and depth.
The Cigar: Montecristo White Series Churchill
After considering multiple options, I landed on the Montecristo White Series Churchill. I specifically went for the Churchill size to ensure a cooler, slower burn, allowing the taste buds to fully detect and appreciate the more subtle flavors in both the cigar and the cognac. This medium-bodied cigar has an elegant and smooth profile, making it a perfect match for Rémy Martin XO.
To truly enjoy this pairing, take your time. Sip the XO slowly, allowing its flavors to develop before drawing from the Montecristo White Churchill. Let the cigar rest between puffs to keep the smoke cool and maintain its creamy texture. The cooler smoke will allow your palate to pick up on the more delicate and nuanced flavors that might otherwise get lost with a hotter burn. As you progress, you’ll notice the cigar evolve from a mild, creamy start to a slightly spicier, richer finish, matching the way XO lingers on the palate.
If you’re looking for a luxurious but accessible pairing, this is a fantastic choice. The Montecristo White Series Churchill and Rémy Martin XO work together beautifully, offering a smooth, flavorful, and well-balanced experience that’s easy to enjoy without breaking the bank.
So next time you pour a glass of XO, give this pairing a try, you won’t be disappointed.
LATINOS IN MUSIC
TAKING THE GREATER RISK IN YOUR EIGHTIES
The author is a Global High-Tech Executive, Senior Vice-president at Softtek USA and previously at Oracle and HP; Board Advisor for high-tech startups and scale-ups, and Board Director for a music nonprofit. Alexis is also a drummer and percussionist, has performed with rock, jazz, and chamber music ensembles, and attends over 30 concerts every year.
If you play piano 8 hours a day at age 83, you are not a normal human being, you are a musician born musician. That was the case of Dionisio Jesus “Chucho” Valdés when he was born in Havana Cuba. Chucho left Cuba in 1960 and now lives in Miami, Florida. Today as pianist and composer, Chucho is the most iconic Latin jazz musician, just comparable with his late father Bebo.
CHUCHO VALDÉS
During his more than 60 years of career, Chucho has received 7 Grammys, 6 Latin Grammys, the NEA Jazz Masters (the top recognition for a jazz musician in the USA), among many other awards!
I recently had a very enriching conversation with Chucho, it was a true learning life experience. Few days earlier, he invited me to attend his concert in St Louis Missouri performing in a super charged duet with -also- Latin jazz legend Paquito D’Rivera. Here are the questions I asked him:
• If 100 years from now, you were remembered with one -and only one- song, which one would that be?
Chucho immediately mentioned “Mambo Influenciado” (Influenced Mambo), as it defined his style, it became the anthem of Cuban Latin Jazz and is a jazz standard nowadays. He composed it early in his career.
• At what point in your life did you decide to dedicate your life to music?
Chucho’s first toy was a piano; as he says “I was not even aware” of becoming a musician, all he remembers in his life is playing the piano. He did not pick the instrument; it came to life with him!
• If not a musician, what would your profession be like? In parallel with music, he studied to be an Elementary and High-school teacher; it is something that he loves and that is why he continues teaching music to the younger generations – it is like blending two passions.
• Did you ever have a drawback in your career? While not experiencing any significant drawback, Chucho says “not everything was successes”, his career has been full of challenges, a lot of hard work, experimenting with new things -that not always worked- and by being persistent is that he then started to accomplish some things, one at a time. So, achieving success was a process.
• What is your next big project?
Even with six decades of amazing successes and a prolific career, he is currently very excited writing his first concert for piano and orchestra. From his view, it must be something different – a renewal that breaks defined structures and based on true inspiration. The way he experiences true inspiration is something spontaneous, sporadic, without any predisposition and impossible to anticipate. For him is like bursts of inspiration, what he describes as the elf – “I work when the elf shows up”. These inspiration bursts for this piano concerto imply taking risks that he is enjoying taking – at the end “it will be either my best work or my worst one”.
• What do you think about GenAI in music? Chucho thinks that we need to embrace change and progress, he thinks that it is common that prior generations tend to be sometimes afraid and hesitant of technological changes; but in the end things will change and no one will stop that. While he considers himself already an earlier generation, he is someone that likes to adapt “humans will always evolve… we need to go farther and farther, so you need to adapt!”
At age 83, Chucho plays piano 8 hours per day, just for pleasure, even when not performing in front of large audiences. To accomplish this level of amazing overall health, Chucho ensures to continue having his brain and body “connected” – but knowing that the mind is most important, as it is the source of imagination to create art. Artwork is something that stays with humanity, and Chucho has devoted his life to the creation of amazing and transcendent art. Beyond being an iconic musician, Chucho is a phenomenal human being, teaching us a lesson on how you can combine creativity, happiness, health, and risk taking throughout a whole life!
[Not GenAI used in this column].
INDEX 500 OF LARGEST LATINO OWNED BUSINESSES
Plus interviews with amazing business owners who are sharing their vision and story of tenacity.
Beyond the Index:
This edition includes a separate list of companies with different operational models that are also worth recognizing.
THE REASON BEHIND: INCREASING RELEVANCE
The Latino-owned businesses in the US are still growing at a faster pace than any other sector. In 2021, they represented 7.1% of all employers in the US and generated 767 billion in annual revenues. This is an amazing phenomenon of the US economy and will continue to drive US growth in the future.
However, up until 2023, the information on these businesses was not clear, not compiled, or considered as a whole, as it is a significant and critical component of the US economy. Then, Latino Leaders, supported by BMO, created the first ever Index200 of the largest Latino-owned companies. The concept behind this was to show a good picture of who, where, what, and how sizeable these were at the top of Iceberg companies.
A year later, we grew the list to 500. Thus, the Index500 was published, showing revenue, employees, location, type of industry, leadership, and other key information. An extraordinary effort to search, identify, and later confirm all those companies' key data. The work has been widely exposed through Latino leaders and BMO platforms, social media, and a relentless tour around the country to recognize these companies and spread the word to those who need to be included. The result is still a tip of the iceberg but a larger tip. Although the research has been paramount, one company at a time, we're convinced there are still many companies that the Index500 must know about. Since the beginning, one of the key partners was the United States Hispanic Chamber of Commerce, which is committed to sharing its research and providing its seal of alliance to generate trust in the entire effort. We must recognize that we have also benefited from the collaboration of many other business organizations that have started to realize the relevance of participating as allies.
This year, the Index500+ includes an additional list of investment firms, non-profits, educational institutions, and other entities whose relevant and influential role in the economy is sufficient. These entities are also employers, generate revenue, and have financial activity that takes up a good chunk of the philanthropic allocations.
The final goal is to create a large-scale community of business owners, investors, and economic personas who see themselves as Latino or Hispanic. Knowing the data from this community is a powerful tool for all actors wanting to interact, benefit, grow their business, or survey them. In the big picture, this can be understood as the economic muscle of the growing Latino business community. Information by itself means nothing until it is given some purpose. We believe that compiling and constantly updating this data bank and making it accessible to anyone will contribute effectively to the growth of the influence and relevance of the Hispanic Community in the US.
The work is not done yet. As editors and researchers, we still have the enormous challenge of shaping and confirming the companies' information, making it more accurate, and expanding the scope of its utility and value. Above all, we have been publishing a fantastic sample of entrepreneurial success from very hard-working families.
Jorge Ferraez and Eduardo Tobon Co-creators of the Index 500
UNITED STATES HISPANIC CHAMBER OF COMMERCE:
Proud partner of the Index 500
AS PRESIDENT and CEO of the United States Hispanic Chamber of Commerce, I’m proud to champion the resilience and entrepreneurial spirit of the Hispanic and small business community.
With a new administration in the White House, we believe bipartisan collaboration is critical to advancing policies that remove barriers and expand opportunities for economic development. We stand ready to work with leaders on both sides of the aisle to ensure Hispanicowned businesses continue to have access to the resources needed to thrive.
By partnering with Latino Leaders Magazine, we celebrate our community's economic power, as evidenced by the 500 businesses mentioned throughout this edition.
We know that Hispanic Americans are among the biggest drivers of economic growth and innovation. Annually, our economic impact is more than $3.6 trillion to the U.S. GDP, which is equivalent to the world’s fifthlargest economy.
Over the past 30 years, Latino business ownership has surged by 40%, with Latinas leading the way. Latinas are starting businesses six times faster than any other group and having the impact accordingly. If given the capital and tools needed to scale the more than five million Hispanic-owned businesses, we could create 6.6 million new American jobs.
Looking into 2025, it’s clear that we must maintain this momentum to keep growing our economic footprint.
In fact, during our annual Legislative Summit on March 24–26, 2025, we will bring together business leaders, corporate executives, and policymakers to navigate the legislative priorities that drive this growth. Join us in Washington, D.C. to add your voice.
On behalf of the more than 260 Hispanic Chambers found throughout the country and their list of member companies, we continue to represent and advocate for their interests in key forums across the Nation’s Capital, and around the country.
The Hispanic community is poised to power America’s economy for generations, and together, we’re building a future of opportunity, ingenuity, and shared success for all.
¡Adelante!
RAMIRO A. CAVAZOS PRESIDENT & CEO UNITED STATES HISPANIC CHAMBER OF COMMERCE
EXECUTIVE FOREWORD FOR LATINO LEADERS INDEX 500
It is with great pride that we continue our partnership with Latino Leaders Magazine to present the 2025 Latino Leaders Index500, a testament to the strength, innovation and resilience of Latino-owned businesses across the United States. Powered by BMO, this annual ranking showcases the top 500 Latino-owned companies based on revenue, highlighting their extraordinary contributions to our economy and communities.
Latino entrepreneurs and business owners are a driving force in the U.S. economy, creating jobs, generating revenue, and fostering an inclusive marketplace. Today, the Latino segment is the fastest growing part of our U.S. economy and represents an estimated $3.6 trillion in GDP—a figure that continues to grow, reflecting the increasing influence of Latino-led enterprises. According to the latest U.S. Census data available on business ownership (2021), 5.1 million of all 34.4 million employer and non-employer businesses in the nation were U.S. Latino-owned and generated $766.8 billion. These companies, through their dedication and hard work, exemplify the values of perseverance, innovation and leadership.
This year marks the third edition of the Latino Leaders Index, which is more than just a ranking—it is a celebration of the pivotal role Latino businesses play in shaping our nation’s economic future, and it is a community of inspiring business leaders.
At BMO, we understand the journey Latino business owners take, from accessing capital to securing the resources and networks necessary for growth. BMO lives our Purpose, to Boldly Grow the Good in business and life, by ensuring inclusive access to the tools, opportunities and financial resources businesses and households need to thrive. In 2024, BMO closed more deals for Latino-owned businesses than ever before, including two of the largest commercial banking transactions with Latino-owned companies in California and Florida— both ranked among the top 20 on the 2024 Index500.
Congratulations to all the companies featured in this year’s Index500. Your achievements are a testament to the strength and vibrancy of the Latino business community. We also extend our gratitude to Latino Leaders Magazine for their continued partnership in recognizing and elevating these outstanding businesses.
We look forward to celebrating these leaders throughout the year with a series of receptions across our footprint, honoring their contributions and the path they have paved for others to follow on their own entrepreneurial journeys.
Eric Smith Vice Chair, BMO
HISPANIC ECONOMIC IMPACT DATA:
THE USHCC PRESENTS KEY DATA TO
HIGHLIGHT THE
RELEVANCE OF THE LATINO ENVIRONMENT
The U.S. Latino population continues to grow rapidly, contributing an impressive $3.6 trillion to the GDP. If it were a standalone entity, the U.S. Latino economy would be the fifth largest in the world, surpassing the economies of India, Russia, the United Kingdom, and France. Source:The2024Official LDCU.S.LatinoGDPReport7thAnnualEdition
Latino business ownership is up 40%, growing at the fastest rate in 30 years. Source:U.S.DepartmentoftheTreasury,October2024Biden-Harris AdministrationFactSheet,InvestmentsintheLatinoCommunity
As of October 2024, Latinos make up approximately 20% of the total U.S. population, with around 65 million Latinos currently living in the United States. Source:U.S.DepartmentoftheTreasury,FactSheetDetailingInvestmentsintheLatinoCommunity
Latinas create businesses six times faster than any other group in the U.S. Source: LatinoCommunityFoundation
Latino-owned businesses continue to grow faster than White-owned businesses—and American businesses in general—in terms of revenue, number of businesses, employees, and payroll. Source:Stanford UniversityGraduateSchoolofBusiness2023StateofLatinoEntrepreneurship(SOLE)
Latino-owned businesses have experienced an impressive median compound annual growth rate of 8.7%, outpacing White-owned businesses, which saw a 5.6% growth rate from 2020 to 2023. Source:2024LatinoDonorCollective(LDC)FastFacts
Latino entrepreneurs are starting small businesses faster than the rest of the start-up population, becoming a more significant part of the total U.S. market every day. Experts estimate they will make up 29% of the U.S. population by 2050. Source:Latino-OwnedBusinessesMayBetheU.S.Economy’sBestBet,JPMorganChase
In 2023, 31.8 million Hispanics encompassed 19% of the U.S. civilian labor force, an increase of 69% since 2003. This growth rate is 10 times that of the non-Hispanic workforce (6%). Combined, Hispanics comprise the nation’s fastest-growing worker group, accounting for about two-thirds of the net labor force increase between 2003 and 2023. Source:EmploymenttrendsofHispanicsintheU.S.laborforce,U.S.BureauofLaborStatistics
A 2023 analysis from McKinsey shows that revenue from Latino households and small and medium-sized businesses (SMBs)—those with revenues of $30 million or less—is already around $170 billion. We project that the market will organically grow to about $265 billion in 2030, equalling 8% of the total value of the financial services market.Source:TheeconomicstateofLatinosinAmerica:Advancingfinancialgrowth
The Hispanic eligible voter population was projected at 36.2 million in 2024, up almost 4 million from 2020. This is a 12% change, a shift second only to Asians, who grew by 15%. Source:PewResearchCenter,KeyFactsaboutHispanicEligibleVotersin2024,January2024
The Hispanic population in the U.S. is expected to nearly double from 63.5 million in 2020 to 111.2 million in 2060. Source:U.S.Census
More than half of U.S. Latinos live in California, Texas, Florida, New York, and Arizona. Source:PewResearchCenter
In 2022, about 5.1% of Hispanic students in the U.S. dropped out of high school in grades 10 to 12, down from a high of 11.6% in 1995. Source:Statista
Educational attainment grew rapidly for Latinos of all genders from 2010 to 2021. During those years, Hispanic females with bachelor’s degrees grew by 103%, while highly educated non-Hispanic females grew by just 38.3%. In other words, over the period we examine, Latina educational attainment grew 2.7 times that of non-Hispanic females in the U.S. Source:DandoVidaaLaEconomía,BankofAmerica
In 2022, Hispanic enrollment in higher education reached nearly 3.8 million students. It is expected to exceed 4.3 million students by 2026, surpassing the growth rate of any other racial-ethnic group by over 10%. Source:2024HISPANICHIGHEREDUCATION ANDHSIsFACTS,HispanicAssociationofCollegesandUniversities
When compared with the GDPs of the world’s largest economies, the U.S. Latino GDP has been the third-fastest-growing overall since 2010. Source:U.S.LatinoGDPReport–UCLACenterfortheStudyofLatinoHealthandCultureandCalLutheran’sCenterfor EconomicResearchandForecasting
Latina entrepreneurs start businesses at twice the rate of any other minority population and are America's fastest-growing small business segment. Source:AspenInstituteLatinos&Society,StrengtheningLatinoBusinessEcosystems,2021
More than 2.5 million Latinos enrolled in health insurance through the Affordable Care Act in 2023—an increase of more than 50% since 2020. Source:AProclamationonNationalHispanicHeritageMonth,2023
From 2013 to 2022, the median inflation-adjusted wealth of Hispanic families in the U.S. more than tripled from $18,000 to $62,000, illustrating how the Hispanic community is acquiring more wealth over time. Source:CouncilofEconomicAdvisers/TheWhiteHouse
Latinos make up a rapidly expanding young voter base, with about 1.4 million becoming eligible to vote each year. Source:LatinoDonorCollaborative
LATINA GROWTH ACCELERATOR
The USHCC Educational Fund Is Ready to Help You Scale with the Latina Growth Accelerator
AT THE END of 2024, the United States Hispanic Chamber of Commerce Educational Fund launched a new type of program aimed at elevating the Latina entrepreneurial community.
In collaboration with WBENC, and support from The Kroger Foundation, we created the Latina Growth Accelerator, a leadership program designed to provide mid-sized Latina-owned businesses, generating over $10 million in revenue, with the tools, resources, and networks they need to scale and thrive in competitive markets.
This program includes expert-led sessions on capital readiness, personalized coaching from seasoned advisors, and access to corporate executives and capital providers, all services this cohort needs to reach their next level in growth potential.
Latinas are among the fastest-growing entrepreneurial groups in the nation, contributing $1.3 trillion to the GDP. Yet, despite their economic significance, many face significant barriers in accessing capital and scaling operations.
EVELYN BARAHONA SENIOR VICE PRESIDENT, UNITED STATES HISPANIC CHAMBER OF COMMERCE EDUCATIONAL FUND
Unlike programs focusing on startups, the Latina Growth Accelerator targets an overlooked segment of the Hispanic business community: established businesses poised for substantial growth.
As of February 2025, more than 20 entrepreneurs from around the country have enrolled in the inaugural Latina Growth Accelerator and are ready to get to work. And frankly—so are we!
At the USHCC’s Educational Fund, we see this initiative as more than a growth strategy—it’s a celebration of Latina leadership and its profound impact on the economy.
By fostering inclusive hiring, honoring cultural roots, and breaking scaling barriers, the program amplifies the contributions of Latina entrepreneurs. Subsequently, it strengthens families, communities, and the broader economy.
UNLIKE PROGRAMS FOCUSING
ON
STARTUPS, THE LATINA GROWTH ACCELERATOR TARGETS AN OVERLOOKED SEGMENT OF THE HISPANIC BUSINESS COMMUNITY: ESTABLISHED BUSINESSES POISED FOR SUBSTANTIAL GROWTH.
Closing these gaps will ensure that Latina-owned businesses thrive and continue to lead economic progress and innovation across the country.
If you’re interested in learning more about this program or partnering with the USHCC, email Evelyn Barahona at: ebarahona@ushcc.com
1 CARVANA * Auto Retail • Auto sales Phoenix, AZ
Leadership: Ernest Garcia III (CEO) Employee count: 10,001 Company website: carvana.com Revenue per year: $ 13,670,000
2 MASTEC * Engineering / Construction • Engineering construction Miami, FL
Leadership: Jose Mas Employee count: 33,000 Company website: mastec.com
per year: $ 12,400,000
3 BIMBO BAKERIES USA ** Food Services & Retail • Global bakery products leader Horsham, PA
Leadership: Daniel Servitje Employee count: 149,000 Company website: grupobimbo.com/ Revenue per year: $ 8,400,000
4
FANJUL CORPORATION/FLORIDA CRYSTALS * Food and Beverage • Sugar refining, real estate West Palm Beach, FL
Leadership: Alfonso Fanjul (CEO) Employee count: 3,000 Company website: floridacrystalscorp.com Revenue per year: $ 7,749,000
Company website: sucro.us/ Revenue per year: $ 441,044
53
SOFTTEK INTEGRATION SYSTEMS * Information / Technology • Sotware development Addison, TX
Leadership: Blanca Treviño(CEO for USA)
Employee count: 15,000
Company website: softtek.com
Revenue per year: $ 403,650
54
CARDENAS MARKETING NETWORK ***
Advertising, Marketing & Media • Latin entertainment Chicago, IL
Leadership: Henry Cardenas
Employee count: 172
Company website: cmnevents.com
Revenue per year: $ 400,000
INDEX 500
55 UNITED DATA TECHNOLOGIES/UDT *
Information / Technology • Computer security Miramar, FL
Leadership: Henry Fleches and Gerard Amaro (Owners)
Employee count: 550 Company website: UDTonline.com
Revenue per year: $ 392,291
56 VIERTEL'S TOWING SERVICES *** Administrative & Managing Services • Towing Los Angeles, CA
Leadership: Art Mercer Employee count: 13
57 ENTRAVISION COMMUNICATIONS *** Advertising, Marketing & Media • Global ad-tech Santa Monica, CA
Leadership: Michael Christenson (CEO)
Employee count: 1,200 Company website: entravision.com
per year: $ 366,630
58 COLSA CORP. *** Information / Technology • Engineering support Huntsville, AL
Leadership: Frank J. Collazo (Founder)
Employee count: 3,000 Company website: colsa.com Revenue per year: $ 357,800
59 ANF GROUP, INC. *** Engineering / Construction • General Contractor Davie, FL
Leadership: ‘Al’ & Nelson Fernandez, and Alberto Gil Employee count: 104 Company website: anfgroup.com Revenue per year: $ 355,000
60 WORLD EXCHANGE INC. (WEI) * Information / Technology • IT Consulting Salem, NH
Leadership: Belisario Rosas
Employee count: 100 Company website: wei.com Revenue per year: $ 344,124
61
SEISA MEDICAL, INC. **
Manufacturing • Medical Devices & Equipment El Paso, TX
Leadership: Julio Chiu
Employee count: 245
Company website: seisa.com/
Revenue per year: $ 341,659
62
DIAZ WHOLESALE & MANUFACTURING ***
Food and Beverage • Specialty foods to restaurants Atlanta, GA
Leadership: Rene Diaz (CEO)
Employee count: 350
Company website: diazfoods.com
Revenue per year: $ 338,000
63 ANAHEIM ANGELS *** Miscellaneous • Major League Baseball franchise Anaheim, CA
Leadership: Arturo Moreno (Owner)
Employee count: 350 Company website: mlb.com Revenue per year: $ 331,000
64 J.C.Q. SERVICES, INC. ** Construction • Commercial & Residential Construction Orlando, FL
Leadership: Juan Quiroga
Employee count: 72
Company website: jcqservices.com/company.php
Revenue per year: $ 330,000
65 JAG COMPANIES ***
Engineering / Construction • Multi-firm construction Wall, NJ
Leadership: Juan Gutierrez (Principal)
Employee count: 30 Company website: jaginc.co Revenue per year: $ 328,000
66 V. SUAREZ & CO., INC. ** Retail • Beverage, food, and household goods distributor Bayamón, Puerto Rico
Leadership: Diego Suarez
Employee count: 250
Company website: vsuarez.com Revenue per year: $ 327,172
67
E.D.S. MANUFACTURING, INC. *** Manufacturing • Auto and electrical components Nogales, AZ
Leadership: Luis Moreno Sr.
Employee count: 40
Company website: edsmanufacturing.com
Revenue per year: $ 323,955
68 THE PLAZA GROUP ***
Industrial / Building Materials • Petrochemical marketing Houston, TX
Leadership: Randy Velarde
Employee count: 30
Company website: theplazagrp.com
Revenue per year: $ 323,000
69 THE HONEST COMPANY *** Retail • Home and care products Los Angeles, CA
Leadership: Jessica Alba
Employee count: 350
Company website: honest.com
Revenue per year: $ 319,000
70
ELDER AUTO GROUP *** Auto Retail • Cars, parts, services Troy, MI
Leadership: Rob Elder (President)
Employee count: 750
Company website: elderautogroup.com
Revenue per year: $ 319,000
71 MERUELO GROUP LLC *** Engineering / Construction • Engineering Downey, CA
Leadership: Alex Meruelo (Owner)
Employee count: 1,000
Company website: meruelogroup.com Revenue per year: $ 310,900
72 MARQUEZ BROTHERS INTERNATIONAL, INC. *** Retail • "El Mexicano" brand owner San Jose, CA
Leadership: Victor Marquez (CEO)
Employee count: 750 Company website: marquezbrothers.com
Revenue per year: $ 305,767
Revenue 2024 amount confirmed by company
Revenue 2024 amount estimate based on research of public information *** 2023 revenue, no new information was provided All revenues are displayed in thousands of dollars
73 PAC BIZ CONTACT CENTER OUTSOURCING *** Administrative & Managing Services • Product & Technical Support Phoenix, AZ
Leadership: Eric Mulvin Employee count: 125 Company website: pac-biz.com Revenue per year: $ 305,000
74 EYM GROUP *** Food and Beverage • Franchisee Pizza Hut, Denny's Irving, TX
Leadership: Eduardo Diaz (CEO, President) Employee count: 7,500 Company website: eymgroup.com Revenue per year: $ 300,000
75 LEON MEDICAL CENTERS *** Health Care • Health care clinics Miami, FL
Leadership: Benjamin Leon / Summit Partners Employee count: 3,000 Company website: leonmedicalcenters.com Revenue per year: $ 300,000
76 SEMA CONSTRUCTION, INC. *** Engineering / Construction • Construction contractor Burbank, CA
Leadership: Thomas G. Ames Employee count: 312 Company website: sema.inc Revenue per year: $ 293,360
Revenue 2024 amount estimate based on research of public information *** 2023 revenue, no new information was provided All revenues are displayed in thousands of dollars
289 CANELA MEDIA *** Advertising, Marketing & Media • Digital streaming New York, NY
Leadership: Isabel Rafferty Zavala (Founder/CEO) Employee count: 151 Company website: canelamedia.com Revenue per year: $ 72,000
290 ZTEX CONSTRUCTION INC *** Engineering / Construction • Civil construction El Paso, TX
Leadership: Richard Ortiz (Founder) Employee count: 350 Company website: ztexconstruction.com Revenue per year: $ 71,900
291 INCODE TECHNOLOGIES *** Information / Technology • Identity verification software San Francisco, CA
Leadership: Rodrigo Amper Employee count: 350 Company website: incode.com Revenue per year: $ 71,450
Manufacturing • Textile product manufacturing Puerto Rico
Leadership: Oscar Quiles
Employee count: 150
Company website: pentaq.shop/
Revenue per year: $ 35,177
495
PERERA CONSTRUCTION ***
Engineering / Construction • Construction manager Ontario, CA
Leadership: Henry Perera
Employee count: 40
Company website: pererainc.com
Revenue per year: $ 35,159
496
AXIS GLOBAL ENTERPRISES, INC. **
Engineering / Construction • Development and security solutions Virginia Beach, VA
Leadership: Ross Vierra
Employee count: 38
Company website: axisglobalenterprise.net/
Revenue per year: $ 35,053
497
CATALLIA MEXICAN FOODS ***
Food and Beverage • Tortilla products Eagan, MN
Leadership: Cathy Cruz Gooch (Founder)
Employee count: 125
Company website: catallia.com
Revenue per year: $ 35,000
498
CUBAZUL AIR CHARTER ***
Transportation • Travel service provider and charter operator Hialeah, FL
Leadership: Monica perez (CEO/Owner)
Employee count: 22
Company website: cubazulaircharter.com
Revenue per year: $ 35,000
499
ALAMO ENVIRONMENTAL, INC. **
Engineering / Construction • Environmental and industrial services San Antonio, TX
Leadership: Alex Salas
Employee count: 350
Company website: alamo1.com/
Revenue per year: $ 34,929
500
BERBER FOOD MANUFACTURING (MI RANCHO) ***
Food Services & Retail • Mexican grocery store Elk Grove, CA
Leadership: Manuel Berber
Employee count: 200
Company website: mirancho.com
Revenue per year: $ 34,788
Revenue 2024 amount confirmed by company
2024 amount estimate based on research of public information
2023 revenue, no new information was provided All revenues are displayed in thousands of dollars
500 LARGEST LATINO OWNED $148.8 Billion
10 EMPLOYEES PER COMPANY The remaining companies generated $78B which equates to 58% of the total revenue.
BEYOND THE INDEX:
This edition includes a separate list of companies or organizations with different operational models that are also worth recognizing. We have divided them by categories, based on their mission.
This is our first approach working with different types of organizations, as awareness increases we hope to keep increasing and detailing the lists.
Private Equity Firms
Non-Profit Organizations
Investment Management & Venture Capital
Top Hispanic-Serving Institutions
ALTAMED: A TRAILBLAZER IN LATINO HEALTHCARE
In the heart of Los Angeles, a revolution in community healthcare has been unfolding for over five decades. What began as a grassroots effort to provide medical services to underserved Latino communities has grown into AltaMed, the nation’s largest federally qualified health center. At the helm of this transformation is Cástulo de la Rocha, a visionary leader whose deep commitment to social justice has shaped an organization that not only delivers healthcare but also empowers the communities it serves.
Latino Leaders Magazine Jossue Mendoza
AltaMed’s origins are deeply rooted in the civil rights movement, a time when Chicano activism, the fight for equality, and the demand for healthcare access converged. Established in 1969 as the East L.A. Barrio Free Clinic, the organization emerged as a response to the severe lack of medical and social services in Mexican-American communities. When de la Rocha took over as CEO in 1977, he rebranded it as AltaMed Health Services Corporation, but its mission remained the same: to provide accessible, quality healthcare to those who need it most.
From its humble beginnings, AltaMed has evolved into a highly sophisticated healthcare provider, offering services across Los Angeles and Orange Counties. With over 5,700 employees and 640,000 patients, it has become a trusted institution for many families. But beyond just numbers, what makes AltaMed exceptional is its ability to listen, adapt, and respond to the evolving needs of its community. “We host a lot of town hall meetings, a lot of listening and learning sessions,” de la Rocha explains. “We engage in very complicated strategic planning processes that help sharpen our focus and ensure we’re providing the best services possible.”
Understanding that healthcare is not just about treating illnesses but addressing the social determinants of health, AltaMed actively works on issues like food insecurity, transportation barriers, and access to care. “We knew then, as we know now, that we only care for 20% of the problems a patient brings into an examination room. The other 80% is outside—in the environment,” de la Rocha says.
One of AltaMed’s most ambitious efforts has been to increase the representation of Latinos in healthcare professions. Despite Latinos making up about 40% of California’s population, only 6% of doctors and 10% of registered nurses are Latino. “We don’t have enough Latinos and Lati-
“ALTAMED ACTIVELY WORKS ON ISSUES LIKE FOOD INSECURITY, TRANSPORTATION BARRIERS, AND ACCESS TO CARE.”
nas in medical care,” de la Rocha states. “The pandemic taught us a lot—how crucial it is to have Spanish-speaking doctors, nurses, and social workers who truly understand the culture and the needs of the community.”
To address this, AltaMed has developed education and workforce training programs that begin at the high school level with Escalera, a program designed to introduce students to careers in healthcare. From there, the organization provides pathways into medical school, residency programs, and nursing education, ensuring that more Latino professionals can serve their own communities. “We are training our own,” de la Rocha says proudly. “We now have our own nursing school, we train licensed clinical social workers, we have an accredited nurse practitioner program, and even operate our own family medicine residency program.”
AltaMed has also mastered the art of navigating political and economic challenges, ensuring that its mission remains intact regardless of changing administrations. “At the beginning, it was all confrontational politics—civil rights battles, fighting for opportunities that were being denied,” de la Rocha recalls. “But over the years, we have learned how to work with elected officials at the local, state, and national levels to influence decisions and continue providing the best quality care possible.”
Beyond healthcare, AltaMed is also deeply invested in culture and identity, housing one of the largest Chicano art collections in the world, with over 4,000 pieces displayed across its facilities. “Art is an integral part of healthcare delivery,” de la Rocha explains. “We have an enormous collection, and at some point, we’re going to open a gallery. Eventually, we’re plan-
“ALTAMED CONTINUES TO REDEFINE WHAT IT MEANS TO DELIVER HEALTHCARE— NOT JUST AS A SERVICE, BUT AS A MOVEMENT.”
“ALTAMED HAS ALSO MASTERED THE ART OF NAVIGATING POLITICAL AND ECONOMIC CHALLENGES, ENSURING THAT ITS MISSION REMAINS INTACT REGARDLESS OF CHANGING ADMINISTRATIONS.”
ning a Chicano and Mexican Art Museum in downtown LA. It’s about preserving our culture and telling our story.”
AltaMed’s success is proof that community-driven healthcare models work. With its strong brand recognition, high patient satisfaction, and top-tier clinical outcomes, it competes with some of the biggest healthcare institutions in California. “When we compare clinical outcomes, patient satisfaction, and brand recognition, we’re right up there with them,” de la Rocha says. “In some cases, our brand is even stronger than others in our own market.”
But de la Rocha’s vision extends beyond California. He dreams of replicating AltaMed’s model in underserved
communities across the country, ensuring that every Latino family—whether in Texas, New Mexico, or North Carolina—has access to quality, culturally competent healthcare. “We started as the provider of last resort,” he says. “Now, we are the provider of choice.”
Through innovation, advocacy, and an unshakable commitment to the Latino community, AltaMed continues to redefine what it means to deliver healthcare—not just as a service, but as a movement. “At the end of the day, it’s about empowering our community, controlling our own destiny,” de la Rocha reflects. “And that has been at the core of who we are since day one.”
ADVOCATING FOR ALL
WILLAM J. GARCES
FOUNDING PARTNER, GARCES, GRABLER & LEBROCQ, P.C.
HOW DID YOUR CULTURAL BACKGROUND INFLUENCE YOUR APPROACH TO LEADERSHIP AND BUSINESS OPERATIONS?
WJG: I have been truly blessed; I have lived the American Dream firsthand. I came to this great country as a four-year-old. As the oldest son of Cuban immigrants, I was raised by parents who loved their children. Parents who made us proud of who we were and where we were from. Our entire family deeply believes in the promise of this great nation, The United States of America, and the American Dream. Our whole family believes in the liberating power of Freedom and Liberty and the vast opportunities created by its free enterprise system. My parents brought with them their values of personal integrity, honesty, dignity, and honor. They lead by example; their work ethic and self-discipline were inspiring. I was raised on the values of resilience, perseverance, and empathy. I saw firsthand the struggles my parents faced, especially my father, who went from being a licensed veterinarian with a thriving business in Cuba to cleaning floors and animal cages in a large
pharmaceutical company. Despite these challenges, he never gave up on his dream of learning the English language, going back to school, taking the national medical board exams and proudly passing. and once again returning to his profession, which he proudly accomplished by sheer determination. His resolve to overcome obstacles and create a better life for our family became the foundation and inspiration for my outlook on life and leadership.
My parents’ sacrifices have inspired me every day of my life to reach my full potential and to make them proud of the son they raised. As the oldest of four children, I remember times when my father's income simply wasn’t enough to put food on the table and pay the rent that month, no matter how hard he worked. I saw my father on more than one occasion literally sell his blood to put food on his loving family’s table. I saw him come home as pale as a white tablecloth with a bag of groceries under his arm. My parents' sacrifices will never be forgotten and were not in vain! Their lives, their dedication, their sacrifices, and their love motivated me, they Garces, Grabler & Lebrocq, P.C.
inspired me to succeed, nothing can put out the flame that burns in me. I believe in working tirelessly for a better tomorrow, I will struggle and fight for the rights of others and I will help as many people as I can to make the American Dream a reality for everyone. I believe caring for others is as important as caring for ourselves.
For me, it’s not just about winning, it’s about lifting people up when they’re at their most vulnerable. I’ve always believed that everyone deserves dignity and respect, regardless of their background or situation. This belief drives our firm’s approach, where we treat each client not just as a case, but as a person with a story and a future worth fighting for.
At the heart of everything we do is a commitment to making a positive impact. Whether it’s through guiding someone through their legal journey or offering a listening ear, we’re here to build trust and create lasting relationships. My Cuban roots taught me that no challenge is insurmountable, and with hard work, compassion, and dedication, we can empower individuals to overcome even the most difficult of circumstances and help them to reach their full potential.
WHAT KEY DECISIONS OR STRATEGIES HELPED YOUR BUSINESS SCALE TO ITS CURRENT SIZE?
WJG: From the beginning, my strategy was to reinvest the capital we generated into the infrastructure of the organization, which was crucial for our ability to later scale. While my competitors pocked their profits, we chose to reinvest ours back into the business. Today, Garces, Grabler & LeBrocq has an extensive network of 12 offices strategically located across New Jersey and one office in Philadelphia. Our success is driven by a client-first philosophy. We ensure that clients can rely on local, personalized support no matter where they are. Each office is staffed by a team of skilled professionals who bring diverse perspectives, specialized expertise, and a shared commitment to excellence. This network of talent allows us to respond with agility, offering tailored solutions that meet the unique needs of every client.
The journey is never over, and with each step, we strive to create a business that is not only successful but also inspiring and impactful.
HOW DO YOU APPROACH INNOVATION AND STAY COMPETITIVE IN YOUR INDUSTRY?
WJG: My partners and I are relentlessly dedicated to the growth and success of our business. We constantly attend the best seminars and learn from the brightest business minds in the country, we stay ahead of industry trends and ensure that we are always evolving. We are equally committed to continuous learning, constantly reading and exploring new strategies that allow us to innovate and improve. We are continuously investing in cutting-edge technology and talent and expanding our online presence. We equip our team with the best tools
to work efficiently, enhancing case management and communication while maintaining the personal touch our clients expect. GGL is one of the few law firms offering multilingual assistance, ensuring effective communication with diverse communities.
WHAT QUALITIES ARE ESSENTIAL TO LEAD A LARGE BUSINESS SUCCESSFULLY?
WJG: A deep passion and love for what you do is essential. When a leader truly loves their work, it becomes the driving force behind strategic decisions, investments, and the overall vision for the company. This passion inspires the team, fosters a culture of commitment and excellence, and strengthens the drive to continuously adapt and innovate. Leaders who are genuinely passionate about their business are more resilient in the face of challenges, as they approach every obstacle with determination and creativity. Moreover, this enthusiasm is contagious, motivating employees, clients, and partners to engage more deeply and contribute to the long-term success of the business. When you love what you do, it’s easier to make tough decisions, take calculated risks, and build a company that stands the test of time.
HOW DO YOU SUPPORT UPCOMING LATINO ENTREPRENEURS?
WJG: I have made it my duty to address as many Latino Entrepreneurs as possible each year. I share with them the many hardships I have encountered throughout my journey, so they don’t make the same mistakes, and I also share with them some of the secrets of my success. My story is full of adventure with some real gems hidden inside which I love to share with aspiring Latino business owners.
HOW WOULD YOU DESCRIBE THE LEADERSHIP STYLE THAT HAS LED THE COMPANY TO BECOME PART OF THE INDEX 500 OF THE LARGEST LATINO-OWNED COMPANIES?
WJG: The best way to lead any organization is by example. Being a leader is something you earn. I also believe in core values and a shared vision that guides your organization like the North Star. I also believe in hiring the right people and putting them in the right seats. I believe you have to find people who are good at things and empower them to help you. I have learned you have to be strong enough to hand over the keys, to relinquish control, to develop a system, an organization that is bigger than just you. Our job is to create an environment where people have the opportunity to flourish professionally, and where people are encouraged to reach their full potential. I believe putting infrastructure in place and systems in place first is critically important to delivering any quality service. I believe that preparing properly, being supplied adequately and training effectively is essential to succeeding. I believe practicing, refining, and working to improve each day is essential if you want to stay on top.
INTER-CON SECURITY:
A FAMILY LEGACY OF LEADERSHIP, INNOVATION, AND COMMUNITY IMPACT
IN AN INDUSTRY where legacy players often struggle to evolve, Inter-Con Security stands as a remarkable exception. Founded upon the principles of resilience, adaptability, and strategic foresight, a third generation of leadership has further evolved the Company from a humble startup into the fourth-largest security provider in the world, boasting over $1 billion in annual revenue—all without outside investment.
Inter-Con’s story is one of perseverance. Founded in 1973 by the Grandparents of Inter-Con’s current CEO, Henry Hernandez, the Company was built on grit, intelligence, and resourcefulness.
Henry’s father, Rick, took the reins of the Company in the 1980s and currently serves as the Company’s Executive Chairman. Rick holds both his bachelor’s degree and his juris doctor’s degree from
Harvard University and has served as Chairman of iconic public companies.
At the helm of the Company today are Rick’s three sons: Henry, Michael, and Kevin, whose leadership is deeply rooted in the heritage of their family. Together, they are committed to a relentless pursuit of modernization and to the continuous enhancement of the Company’s fundamental values. Their educational background is the cornerstone of their success.
Like Rick, Henry also holds a bachelor’s degree and a juris doctor’s degree from Harvard University. He is a licensed attorney in New York and California, and he serves as the Company’s President and CEO.
Michael graduated from the University of Notre Dame and holds a bachelor’s degree in American Studies, as well as a master’s degree in Real Estate Development from USC. Michael serves as the Company’s Executive Vice President and is responsible for the Company’s real estate matters and real property portfolio.
Kevin obtained his bachelor’s degree from Harvard College and his MBA from Harvard Business School. Kevin currently serves as the Company’s Chief Strategy Officer and is
BEYOND BUSINESS SUCCESS, THE HERNANDEZ FAMILY IS COMMITTED TO BUILDING A STRONG TEAM AND FOSTERING A CULTURE OF INTEGRITY.
Latino Leaders Magazine Courtesy of Inter-Con Security Carlos Cuevas
responsible for business development, FP&A, marketing, and for leading the Company’s various strategic initiatives.
As Inter-Con has scaled, the Hernandez family remains deeply connected to its founding principles. “Even now, 50 years later, I still view this combination of grit, acumen, and teamwork as the secret sauce that makes Inter-Con great,” says Henry. “Our team regularly draws on these values when we’re confronted with challenging issues.” A formula that has proven successful with effective, high-quality services provided to our customers over many decades.
A commitment to the customer through high quality services and delivering enhanced value has led to extraordinary success. Despite never taking outside investment, Inter-Con has reached a scale that many considered impossible for a 100% family-owned business. “This year, we became the fourth-largest security provider in the world, with over $1 billion in annual revenue, entirely via organic growth,” Henry notes with pride.
Inter-Con’s growth is rooted in two key strategies: tailored customer security solutions and a dedicated service model. From the beginning, the Company remained agile, seizing opportunities that others overlooked. Acting on this, Inter-Con has designed multifaceted security programs for the U.S. Government throughout the continental U.S. and abroad over many decades.
Building on this legacy, the Family Executive Leadership Team made a pivotal decision to set Inter-Con apart through its unique “Dedicated Mod-
el.” “While the other large players in our industry are employing something called a ‘Branch Model’—where security personnel are shared across various clients that happen to be in the same geography—Inter-Con decided to take a different approach. Our ‘Dedicated Model’ means that our officers, managers, and other personnel are exclusively focused on one customer, rather than on multiple contracts in a single geographic region. The result? Greater consistency and a level of service that other Branch Model providers can’t match.”
This model has allowed Inter-Con to deliver high-touch, fully customized security services at scale, cementing the Company’s reputation as a premium provider in the industry.
The Hernandez Family also recognizes that innovation is key to staying competitive. While many security firms still rely on outdated methods, Inter-Con has fully embraced digital transformation. “Many of our competitors still manage payroll and invoicing using pen and paper or outdated Excel models,” Henry explains. “This is not only inefficient but becomes unmanageable when dealing with many thousands of security officers.”
Inter-Con currently utilizes an entirely paperless system, developing custom-built applications that enable security officers to clock in and out via mobile devices. This has streamlined payroll, scheduling, and invoicing, and has improved transparency and operational efficiency. More importantly, it has allowed Inter-Con to focus on exception-based reporting, which, in turn, helps the Company identify and
solve issues before they escalate. It has also allowed Inter-Con to lower indirect costs and pass along the savings to its customers.
“In short, we can be proactive, rather than reactive. This gives us a real-time pulse on the business and ensures that we’re delivering the best possible service to our clients in the most efficient way possible.”
Beyond business success, Inter-Con is committed to building a strong team and fostering a culture of integrity. “I believe that the best way to succeed at scale is to surround yourself with a fantastic team, correctly align their incentives, and then give them the resources they need to be successful,” Henry shares.
This philosophy extends beyond Inter-Con’s internal operations. “My grandfather used to say that the best thing one could do for our community is to lead by example,” Henry recalls. “We partner with many Latino-owned businesses in the security space, and we subcontract millions of dollars in security services each year to Latino business owners, among many other underrepresented groups.” Through formal and informal mentorship, Inter-Con helps these entrepreneurs navigate the challenges of the security industry, providing them with the tools they need to succeed.
Inter-Con’s success is not just a story of business growth, it’s a testament to resilience, strategic vision, and an unwavering commitment to excellence. From its humble beginnings at a kitchen table to becoming a global billion-dollar industry leader, the Company remains family-owned and deeply rooted in its founding values.
As the family looks to the future, they remain focused on scaling with purpose, embracing innovation, expanding the Company’s international footprint, and uplifting the next generation of leaders. “We’ve come a long way, but we’re just getting started,” Henry says.
One thing is certain: the legacy of hard work and excellence that built Inter-Con will continue to define its future.
JOE CARUNCHO
EXECUTIVE CHAIRMAN, GENUINE HEALTH GROUP
A SENSE OF POSSIBILITY
What key decisions or strategies helped your business scale to its current size?
JC: Concentrating on quality business relationships with both health plans and physician partners has helped us grow in a competitive industry. Demonstrating an ability to scale increases potential opportunities for us as we move forward in the value-based healthcare space. As Genuine Health Group continues to show that our team is nimble, knowledgeable, and dedicated to healthcare with lower costs and better outcomes, we feel that we can only keep growing.
How do you approach innovation and stay competitive in your industry?
JC: We have a strong background in value-based care, which has helped us navigate industry changes with foresight. I was the co-founder and chief executive of Preferred Care Partners, a Medicare Advantage plan. I significantly contributed to its growth, expanding membership to 55,000, and achieving impressive sales exceeding $750 million. I now serve as Executive Chairman at Genuine Health Group. Today, our CEO, Roger Rodriguez, brings a wealth of healthcare leadership experience marked by a successful track record of driving innovation and growth in the industry. With this leadership, we remain competitive while enjoying controlled growth nationwide.
What qualities are essential to lead a large business successfully?
JC: Leading a large business successfully means that you cannot be afraid of challenges along the way. The world of value-based care naturally means that regulatory changes will shape the core of our business. Having an experienced team that believes in what we stand for is an important foundation for a business working in an innovative space. A key tenet for success is continually assessing the regulatory, competitive, and economic landscape and being willing to adapt to changes in this landscape.
wHow do you support upcoming Latino entrepreneurs?
JC: I enjoy mentoring young Latinos to let them know the possibilities that are open to them. There is a lack of information and knowledge available to young Latinos as to how to secure capital and financing for new businesses, seeking out and recruiting mentors, and building a successful team. One example has been my involvement over the years with Florida International University, the leading public university in South Florida that has a large Latino cohort among its students. As chairman of FIU's foundation board, and then as a member of its Board of Trustees, I participated in the commencement ceremonies for the business school at least once annually. My comments would include my personal journey as a refugee and my later success as an entrepreneur and providing my thoughts on how they could have similar success after graduation.
“A KEY TENET FOR SUCCESS IS CONTINUALLY ASSESSING THE REGULATORY, COMPETITIVE, AND ECONOMIC LANDSCAPE AND BEING WILLING TO ADAPT TO CHANGES IN THIS LANDSCAPE.”
Roger Rodríguez CEO, Genuine Health Group
NORTHGATE GONZÁLEZ MARKET:
BLENDING TRADITION, INNOVATION, AND COMMUNITY
For decades, Northgate González Market has been more than just a grocery store—it’s been a pillar of the Latino community, a place where tradition meets modern convenience and where family values drive every decision. Founded on the principles of Faith, Education, and Community Wellness, Northgate is not just preserving Mexican culture—it’s elevating it.
“WE WANT the Northgate Market corporate culture that we have worked so hard to develop to shine through and bring joy and pride to our communities,” says the González family.
With 44 stores across five counties in Southern California, Northgate Market has grown into an industry leader, yet it remains deeply connected to the neighborhoods it serves. Through a blend of cultural authenticity and forward-thinking innovation, the company continues to shape the future of grocery shopping while staying true to its roots.
Walking into a Northgate González Market feels like stepping into a vibrant mercado in Mexico—the smell of freshly made tortillas, the sight of colorful pan dulce, and the warm greetings from staff who treat customers like family. “Our stores continue to feature in-house Tortillerías,
Latino Leaders Magazine Courtesy of Northgate González Market
Panaderías, and Carnicerías, ensuring that traditional Hispanic foods remain central to the shopping experience.”
But tradition alone isn’t enough. As consumer preferences shift and technology transforms retail, Northgate Market embraces innovation without sacrificing its cultural identity. The company is modernizing store layouts, expanding online services, and refining products to make shopping more convenient. “Our approach is about evolution, not replacement—modernizing in ways that enhance the shopping experience while preserving the culture, heart and soul of what makes us a true Mexican market,” said Oscar González, co-president.
For Northgate Market, success isn’t just measured in sales and store expansions—it’s about the lives they impact. Giving back is woven into the company’s DNA.
“Through education and support, we help our associates and community members achieve their dreams,” says Oscar Gonzalez, who is one of 13 children of the founders who remain active today in the company. Thinking about the future, the 13 owners now have what they call the 3 G’s (third generation) family members involved in all aspects of the company.
When devastating wildfires struck Los Angeles in January, Northgate Market quickly launched “Unidos Por Nuestra Comunidad,” a fundraiser at the register where customers raised $139,425. The company matched the donation with $100,000, bringing the total to $239,425, which was used to support Latino laborers and families affected by the disaster.
Through the Reynoso González Familia Foundation, Northgate Market also provides scholarships for higher education and professional training, ensuring the next generation has the tools to succeed.
A Vision for the Future
Northgate Market isn’t just growing—it’s redefining the grocery industry. The company recently introduced its new “Mercado” concept, inspired by the lively spirit of Mexican open-air markets. Their Costa Mesa location has already drawn diverse customers and constant busloads of tourists, proving that authentic cultural experiences have universal appeal.
Looking ahead, Northgate Market is exploring new store formats, enhanced technology, and fresh product innovations, all while staying true to its mission. “We’re committed to evolving and elevating our Authentic Mexican Experience while staying true to our heritage,” said González.
At the core of Northgate Market’s success is a leadership team that values collaboration, inclusivity, and family unity. Co-presidents Oscar and Miguel González don’t just delegate from the top—they lead by example, working alongside their associates and fostering a culture of teamwork and trust.
“With 13 business owners involved, we understand the importance of coordinating efforts and fostering trust among stakeholders to achieve common goals,” Miguel González said.
Their humble, hands-on leadership style ensures that Northgate Market remains not just a successful business but a family legacy—one that will continue expanding and serving communities for generations to come.
Northgate Market’s journey is far from over. Their plans reflect a long-term vision of excellence, ensuring the company’s values, culture, and impact endure well beyond the present. “Guided by the core values of faith, education, and giving back, Northgate Market will continue to be a positive force in our industry and communities,” said Miguel González.
As they expand into new markets, new innovations, and new opportunities, one thing remains constant— Northgate González Market isn’t just selling food; it’s feeding culture, community, and connection.
And that is a legacy worth celebrating.
“NORTHGATE GONZÁLEZ MARKET ISN’T JUST SELLING FOOD; IT’S FEEDING CULTURE, COMMUNITY, AND CONNECTION.”
CAMPOS HOLDING COMPANY:
A VISION OF GROWTH, ETHICS, AND COMMUNITY COMMITMENT
In the ever-evolving energy infrastructure landscape, few companies stand out as distinctly as Campos Holding Company. Founded with a vision of providing clients with a seamless, accountable experience, the company has grown into a powerhouse under the family's leadership. As Chief Culture Officer and Executive Chairman, Marco Campos has contributed to building a business empire and embedded a strong ethical and community-focused foundation into its DNA.
Campos Holding Company and its affiliated businesses set themselves apart by prioritizing integrity and performance over traditional sales tactics. Unlike competitors that rely on sales and business development teams, Campos Holding Companies operates under a "seller/doer" model, meaning that the professionals executing the work also secure business. This approach ensures that every client interaction is rooted in expertise and accountability, fostering long-term trust and relationships. At the organization's heart are seven core values—ethics, performance, compliance, schedule-driven operations, alignment with client needs, employee utilization, and culture. These principles guide decision-making at every level and have been instrumental in the company's sustained growth.
Staying ahead in the energy and infrastructure sectors requires adaptability and strategic foresight. Campos Holding Company's leadership philosophy centers around "Sharks"—highly driven individuals who seek opportunities, execute projects efficiently, and develop long-term growth strategies. Maintaining a strong presence in day-to-day operations allows company leaders to remain agile, responsive to market shifts, and aligned with evolving client needs. "Our leaders have an eye and ear out to change with the marketplace and client needs," says Marco.
Beyond financial success, Campos Holding Company has distinguished itself through an unwavering commitment to social responsibility. "We commit 1% of our revenues to the communities we serve, focusing on women and underrepresented groups in STEM fields," highlights Marco. This dedication to inclusion and education reinforces its broader mission—to lead in business and uplift the communities.
Looking ahead, Campos Holding Company has ambitious goals. The company is on track to reach $300 million in revenue by 2025 and is laying the groundwork for an initial public offering (IPO) within the next three to four years. Such milestones reflect a disciplined, strategic approach to growth that balances innovation with stability.
For aspiring entrepreneurs, Campos offers simple but powerful advice: success in this industry requires consistency, discipline, and organic growth. Businesses can create long-lasting impact by fostering meaningful relationships with clients and evolving alongside them. "You want to become part of their family," he adds.
Campos Holding Company's journey is a testament to the power of strong values, strategic leadership, and a commitment to business excellence and community enrichment. As the company moves toward its next chapter, it stands as a model for how ethical leadership and corporate success can go hand in hand.
BUILDING MORE THAN STRUCTURES, BUILDING A LEGACY
A CONVERSATION WITH ALEX HERNANDEZ, CEO OF HERNANDEZ CONSTRUCTION & DEVELOPMENT
Success in construction isn’t just about putting up buildings—it’s about creating something that lasts, something that serves people and communities. For Alex Hernandez, CEO of Hernandez Construction & Development, that’s always been the goal. His journey from working on- site to leading a thriving, multi-state company is one of vision, grit, and an unwavering commitment to excellence. But at the heart of it all? His deep belief in doing things the right way.
Hernandez’s love for construction started early. He wasn’t just drawn to the business side of things— he was captivated by the process of turning ideas into reality. “My journey in construction began with a passion for creating tangible, lasting structures that serve communities and businesses,” Hernandez shares. “I wanted to build something that not only stood tall but stood for something.”
That mindset led him to start Hernandez Construction & Development with a simple yet powerful vision: combine the sophistication and expertise of big firms with a more efficient, personal approach. It was a bold move, but one that paid off. Today, his company is known for delivering high-quality projects while staying nimble and client-focused.
Expanding beyond state lines wasn’t just about chasing bigger opportunities—it was about bringing the company’s unique approach to new communities. But growth always comes with its hurdles.
“The biggest challenges were building new relationships, ensuring operational consistency, and managing logistical complexities,” Hernandez admits. “But with a strong team and a shared commitment to quality, we made it work.”
ALEX HERNANDEZ CEO OF HERNANDEZ CONSTRUCTION & DEVELOPMENT
The secret? Thoughtful expansion. Hernandez and his team carefully analyzed market trends, built strategic partnerships, and adapted to different regulations while keeping their standards high. It’s this careful balance of ambition and discipline that has fueled the company’s success.
For Hernandez, business isn’t just about transactions—it’s about relationships. His company thrives on long-term partnerships, and that’s because they make it a priority to truly understand their clients. “We foster long-term relationships by understanding each client’s unique needs and delivering tailored solutions that exceed expectations,” he explains.
This commitment to service has led to the creation of specialized divisions within the company, like Tenant Improvements, Development Services, and Procurement Services, all designed to better meet the needs of their clients.
Hernandez isn’t the kind of leader who stays behind a desk all day. He believes in leading by example, empowering his team, and creating a culture where accountability and collaboration drive success. “Integrity, innovation, and commitment to excellence define my leadership approach,” he says. “I want my team to take ownership of their roles, to feel like they’re a part of something bigger.”
That belief in people has shaped the way the company operates, creating an environment where employees are motivated, supported, and encouraged to grow.
Looking ahead, Hernandez has big plans— not just for the company, but for the industry as a whole. He’s passionate about sustainable construction, leveraging cutting-edge technology, and, most importantly, mentoring the next generation of builders.
“We aim to continue expanding while maintaining the high standards that have built our reputation,” he says. “But just as important, we want to invest in workforce development, making sure the next generation is ready to lead.”
For Hernandez, success isn’t just measured in revenue or square footage—it’s measured in the impact his work has on people, both inside and outside the company. His journey is a testament to the power of vision, hard work, and staying true to your values.
At the end of the day, Alex Hernandez isn’t just building structures—he’s building a legacy.
MORE THAN BUILDINGS:
HOW
ANF IS BUILDING A LEGACY OF COMMUNITY AND
CONNECTION
AL IS ENSURING THAT THE COMPANY’S MISSION REMAINS AT THE FOREFRONT, PASSING DOWN A DEEP COMMITMENT TO EXCELLENCE AND COMMUNITY TO THE NEXT GENERATION OF LEADERSHIP.
Latino Leaders Magazine Courtesy of ANF Carlos Cuevas
ALBERTO “AL” FERNANDEZ
ALBERTO “AL” FERNANDEZ still remembers the early days of ANF—the late nights, the small office in his Miami home, and the dream he shared with his father, Al Fernandez Sr. They weren’t just building offices and retail spaces; they were building a company that would stand for something bigger. “We started as a small development firm, constructing office buildings and retail centers, but quickly saw an opportunity to expand into construction management and general contracting,” Fernandez recalls.
More than 40 years later, ANF is no longer a small firm—it’s a leading construction company in South Florida with over 110 employees. But at its core, it’s still a family business—one built on trust, relationships, and a deep love for the community it serves.
Every business has a turning point, a moment when everything changes. For ANF, that moment came in 2009, when they took on the challenge of building Joe DiMaggio Children’s Hospital— the first standalone children’s hospital in Broward County.
“This milestone solidified our reputation and opened doors to multifamily, senior living, institutional, and municipal projects,” Fernandez shares.
The project wasn’t just another build—it was a symbol of ANF’s commitment to making a difference. Walking through the completed hospital years later, seeing families find hope within its walls, Fernandez knew his company was building more than structures—they were building something truly meaningful.
Construction is an industry of constant evolution. Trends shift, technologies advance, and challenges arise—but ANF has never been one to shy away from change.
“While commercial and manufacturing construction slows, healthcare, institutional, and multifamily remain strong, aligning with ANF’s expertise,” says Fernandez.
The company has embraced Building Information Modeling (BIM), automation, drone monitoring, and prefabrication, ensuring its projects stay ahead of the curve. Sustainability is no longer optional—it’s a responsibility.
“Climate-responsive design and energy-efficient systems are now industry standards, not optional add-ons,” he emphasizes.
And while technology helps, Fernandez knows that it’s people who truly build great things. With labor
GREAT BUSINESSES DON’T JUST SHAPE SKYLINES— THEY SHAPE COMMUNITIES, FAMILIES, AND FUTURES.
ANF
shortages affecting the industry, ANF is investing in mentorship, training programs, and trade partnerships— because a strong workforce builds a strong future.
The Heart of ANF: Its People
What makes a company great? For Fernandez, it’s simple: the people who show up every day and pour their hearts into their work.
“At ANF, relationships mean everything,” he says. “We prioritize employee development, offering training programs and leadership opportunities to foster growth within the company.”
ANF isn’t just a place to work—it’s a place to grow, to feel valued, to be part of something bigger. That’s why over 25% of their employees have been with ANF for decades. In an industry where turnover is common, ANF has built a culture that people don’t want to leave.
For Fernandez, success isn’t just measured in projects completed—it’s measured in lives touched. That’s why giving back has always been at the heart of ANF.
Take ‘Tour de Broward’, for example. Co-founded by Fernandez, the event raised over $6 million for Joe DiMaggio Children’s Hospital Foundation—a cause that ANF holds close.
“To further our commitment, we established the ANF Charitable Fund in 2024 through the Community Foundation of Broward,” Fernandez shares.
Through this fund, ANF is supporting education, employment, economic inequality, health, and environmental sustainability—making sure their impact goes beyond construction sites and into the neighborhoods they serve.
Lifting Up the Next Generation of Latino Leaders
As a Latino entrepreneur, Fernandez understands the unique challenges and opportunities that come with leadership. And he believes deeply in helping others find their path. “Throughout my career, I’ve had mentors who guided me, and I strive to do the same for the next generation,” he says.
Through internships, industry partnerships, and leadership training, ANF
is committed to opening doors for young Latino professionals. “Encouraging Latino entrepreneurs to take risks, build relationships, and embrace a strong work ethic is key to their success,” Fernandez explains.
He’s not just offering advice—he’s leading by example, showing that with hard work, vision, and a commitment to others, anything is possible.
Looking Ahead: The Future of ANF
So, what’s next for ANF? Growth, of course—but the right kind of growth. Fernandez has his sights set on expanding into Lee and Collier counties and continuing to lead projects in multifamily, healthcare, assisted living, and institutional sectors.
“Our long-term vision is to continue building a legacy of excellence while adapting to emerging industry challenges and opportunities,” he says.
But at the end of the day, ANF isn’t just about building structures—it’s about building a lasting impact. With a thoughtful succession plan in place, Fernandez is ensuring that the company’s mission remains at the forefront, passing down a deep commitment to excellence and community to the next generation of leadership.
Because great businesses don’t just shape skylines— they shape communities, families, and futures. And that’s exactly what ANF is doing, one project at a time.
SUSTAINABILITY IS NO LONGER OPTIONAL— IT’S A RESPONSIBILITY.
PRIORITIZING COLLECTIVE SUCCESS
MAGDIEL RODRIGUEZ , CEO, ALIVI HEALTH
Latino Leaders Magazine Courtesy of Alivi Health Carlos Cuevas
How did your cultural background influence your approach to leadership and business operations?
MR: Our cultural background has deeply shaped our leadership and business approach, with a strong focus on building personal relationships, trust, and collaboration. Growing up in a culture that values adaptability and innovation, we naturally embrace creative problem-solving and an entrepreneurial mindset. The services we offer today were actually developed through our experience in helping a client overcome their challenges.
We also prioritize collective success, fostering teamwork and mentorship to create a supportive environment.
What key decisions or strategies helped your business scale to its current size?
MR: Most recently, we announced that Alivi Health doubled in size thanks to two new landmark contracts with a Florida Medicaid health plan and a Florida Medicare Advantage plan. Non-emergency transportation services – ranging from rides to doctors’ appointments to life-saving trips for chemotherapy or dialysis – are often covered by Medicaid and Medicare benefits, and Alivi coordinates these non-emergency transportation services. Fostering crucial business relationships with a shared goal has helped Alivi Health grow while also protecting health plan members who are elderly, frail, living at a level of poverty, or disabled.
We’re proud that we have grown in a way that has allowed us to contribute to Florida’s economy and play a vital role in our community. In a relatively short period of time, we were able to hire hundreds of individuals for new, competitive-wage
roles that include executive positions, mid-level management roles, and care coordinators. This has, in turn, helped us serve even more members.
How do you approach innovation and stay competitive in your industry?
MR: The key to staying competitive is to remember that, behind numbers and statistics, there are real people. According to the Robert Wood Johnson Foundation, transportation barriers disproportionately affect low-income individuals and families, and the inability to access transportation can be detrimental to longterm health. By keeping members in mind – those who frequently represent vulnerable populations – we can approach business decisions in a way that protects our community and leads to better outcomes overall.
What qualities are essential to lead a large business successfully?
MR: While many people imagine that a large company would pride itself primarily on efficiency and profit, we believe that companies also need to be compassionate, community-minded, and thoughtful. We are mindful of the specific healthcare
needs of the populations we serve, which has supported our growth.
How do you support upcoming Latino entrepreneurs?
MR: We support upcoming Latino entrepreneurs by offering contracts to local transportation provider companies, fostering growth and success within our community. Through our rigorous credentialing process, we ensure high service standards while empowering Latino business owners to thrive. We maintain an active relationship with our providers, and our dedicated staff works closely with them to ensure they have the resources and guidance necessary for success.
WE’RE PROUD THAT WE HAVE GROWN IN A WAY THAT HAS ALLOWED US TO CONTRIBUTE TO FLORIDA’S ECONOMY AND PLAY A VITAL ROLE IN OUR COMMUNITY.
CALEB ROJAS, PRESIDENT, ALIVI HEALTH
DEEP-ROOTED COMMITMENT FOR SUCCESS
A CONVERSATION WITH ZACK CHERRY, CEO, CHERRY COATINGS
In the competitive world of coatings and construction, standing out requires more than just quality work—it demands vision, resilience, and a relentless drive for innovation. Cherry Coatings, led by brothers Zack and Rocky Cherry, has not only distinguished itself as a leader in the industry but has also secured a place on the Index 500 of Largest Latino-Owned Companies 2025. Through a combination of strategic decision-making, technological advancements, and a deep-rooted commitment to family values, the Cherry brothers have built a company that exemplifies excellence.
For Zack Cherry, leadership isn’t just about business acumen—it’s about the principles instilled in him from an early age. “Our parents instilled in us a strong work ethic, discipline, and high expectations from an early age,” Cherry reflects. “Starting at 14, we spent our summers waking up at 6 AM to be on the job by 7 AM, working until lunch before taking a nap and heading to play baseball.” This early exposure to the demands of hard work shaped his approach to leadership and business, creating a foundation rooted in perseverance and teamwork. Beyond work ethic, Cherry highlights the importance of family, a value that remains integral to the company’s operations. “More than just hard work, they taught us that family comes first, a lesson that has strengthened the bond between my brother and me, allowing us to support each other through both challenges and successes.” This emphasis on family has influenced Cherry Coatings’ corporate culture, fostering a supportive and cohesive environment that drives success.
Cherry Coatings’ impressive growth is no accident. According to Cherry, the company’s expansion is the result of a clear and well-executed strategic vision. “Our growth and scalability stem from a clear vision of becoming a national coatings contractor and executing a strategic plan to make it happen.” This vision is supported by key principles: placing the right people in the right roles, implementing repeatable processes, and delivering a “white-glove experience” to clients. A major driver of the company’s success is its ability to balance efficiency with innovation. “By implementing repeatable systems and processes, prioritizing flawless execution, and embracing innovation, we built a strong foundation that allowed us to scale efficiently and sustain long-term success.” This commitment to structured yet flexible growth has positioned Cherry Coatings as a leader in its field.
In an industry where efficiency and precision are paramount, Cherry Coatings has embraced cutting-edge technology to maintain its competitive edge. “Innovation is one of our core values. We strive to stay ahead, remain competitive, and continue to lead the industry by thinking outside the box.” One of the company’s standout inno-
vations was the development of a facial recognition timekeeping system before such technology became widely adopted. Additionally, Cherry Coatings created its own intranet portal to enhance efficiency and accountability, demonstrating its proactive approach to problem-solving. By continuously integrating new technologies, Cherry Coatings ensures that it remains ahead of industry trends. “Cherry Coatings will continue to put technology and innovation at the forefront of our company,” Cherry asserts. This forward-thinking mindset solidifies the company’s reputation as an industry trailblazer.
Leading a large and growing business requires more than just technical expertise—it demands a unique blend of grit, humility, and strategic thinking. Cherry identifies key leadership qualities that have been essential to his success: “Having grit and determination to pursue goals despite setbacks. Humbleness to listen, learn, and lead, knowing success is a team effort. Vision and strategic thinking to show the big picture, anticipate market shifts, and position the business long term while keeping teams aligned.” This leadership philosophy underscores Cherry’s commitment to both personal and professional growth. By fostering a culture of adaptability and collaboration, he ensures that Cherry Coatings continues to thrive in an ever-changing industry.
Beyond his own business success, Cherry is dedicated to uplifting other Latino entrepreneurs. “We often participate in and sponsor several associations/events that support other MBEs and HUBs,” he shares. Through active engagement in business organizations and community initiatives, Cherry Coatings helps create opportunities for minority-owned businesses, reinforcing its commitment to diversity and inclusion.
Zack Cherry’s journey with Cherry Coatings is a testament to the power of hard work, innovation, and strategic leadership. From humble beginnings shaped by family values to becoming a national industry leader, Cherry has demonstrated what it takes to build a lasting legacy. With a continued focus on technology, strong leadership, and community support, Cherry Coatings is poised for even greater success in the years to come.
LEADING FOR SUCCESS
Great leadership isn’t just about making decisions - it is about vision, adaptability, and the ability to inspire others.
In this section we have gathered quotes on leadership from some of the talents leading companies ranked in the Index 500. Here are some key insights from the company’s executives on what it takes to lead in a rapidly evolving environment.
“OUR SUCCESS IS ROOTED IN EMPOWERING OUR TEAM, FOSTERING INNOVATION, AND STAYING DEEPLY CONNECTED TO OUR COMMUNITY, WHICH DRIVES OUR GROWTH AND IMPACT. BY LEADING WITH INTEGRITY, ADAPTABILITY, AND A FOCUS ON COLLABORATION, WE’VE CREATED A CULTURE WHERE EVERY VOICE IS HEARD, ALLOWING US TO CONTINUALLY INNOVATE AND EXPAND.
THIS LEADERSHIP APPROACH HAS PROPELLED MICROTECH INTO THE INDEX 500 OF THE LARGEST LATINO-OWNED COMPANIES, REINFORCING OUR COMMITMENT TO EXCELLENCE AND DIVERSITY IN THE TECHNOLOGY INDUSTRY.”
Tony Jimenez, Founder, President & CEO MicroTech
“LEADERSHIP IS ABOUT BUILDING THE RIGHT TEAM, TRUSTING YOUR PEOPLE, AND STAYING TRUE TO YOUR VALUES. AT ILS, WE WORK HARD, TAKE NO SHORTCUTS, AND PUT PEOPLE FIRST. THAT MINDSET HAS FUELED OUR GROWTH AND EARNED US A PLACE AMONG THE LARGEST LATINO-OWNED COMPANIES. SUCCESS ISN’T JUST ABOUT REACHING THE TOP—IT’S ABOUT HOW YOU GET THERE, AND FOR US, IT’S ALWAYS BEEN THROUGH INTEGRITY, PERSEVERANCE, AND A COMMITMENT TO SERVING THE MOST VULNERABLE.”
Nestor Plana, CEO and Chairman, Independent Living Systems
LEADING FOR SUCCESS
“AFTER PUTTING TOGETHER A FANTASTIC TEAM, MY HOPE IS TO FOSTER AN ENVIRONMENT THAT PRIORITIZES EXCELLENCE, PROFESSIONALISM, INNOVATION, AND A COMMITMENT TO HIGHQUALITY SECURITY SERVICES. SUCCESS COMES
WHEN WE DO OUR BEST TO SUPPORT ONE ANOTHER AND CELEBRATE OUR SUCCESSES WHILE ALSO HOLDING EACH OTHER ACCOUNTABLE.”
Henry Hernandez, President and CEO, Inter-Con Security
“OUR LEADERSHIP STYLE IS BUILT ON INTEGRITY, RESILIENCE, AND RELATIONSHIP-DRIVEN SUCCESS. WE LEAD BY EXAMPLE, FOSTER A CULTURE OF ACCOUNTABILITY, AND EMPOWER OUR TEAM TO TAKE OWNERSHIP OF THEIR WORK. BY STAYING ADAPTABLE, INVESTING IN PEOPLE, AND PRIORITIZING COMMUNITY IMPACT, WE’VE GROWN ANF INTO A PREMIER LATINO-OWNED CONSTRUCTION FIRM.”
Alberto “Al” Fernandez, CEO, ANF
“OUR LEADERSHIP STYLE IS INCLUSIVE, THOUGHTFUL, AND SUPPORTIVE. AS WE MOVE FORWARD AND EXPAND OUR FOOTPRINT, WE ARE ALSO FOSTERING A NEW GENERATION OF LATINO LEADERS THROUGH OUR STRATEGIC AND SUSTAINABLE GROWTH. BY CULTIVATING A CULTURE OF COLLABORATION, INNOVATION, AND ENTREPRENEURSHIP, WE HAVE BUILT A COMPANY THAT NOT ONLY THRIVES BUT ALSO EMPOWERS OTHERS TO SUCCEED.”
Magdiel
Rodriguez, CEO, Alivi Health
"OUR LEADERSHIP IS BUILT ON PERSEVERANCE, LOYALTY TO OUR PEOPLE, AND A DEEP CONNECTION TO CHICAGO’S HISTORIC LATINO COMMUNITY. WE’VE GROWN MONTERREY SECURITY BY INVESTING IN OUR TEAM, STANDING BY THEM, AND ENSURING THEY HAVE THE RESOURCES TO SUCCEED. SUCCESS ISN’T JUST ABOUT CONTRACTS—IT’S ABOUT TRUST, HARD WORK, AND REINVESTING IN OUR BUSINESS TO CREATE OPPORTUNITIES. THAT COMMITMENT HAS FUELED OUR GROWTH AND EARNED US A PLACE AMONG THE LARGEST LATINOOWNED COMPANIES IN THE COUNTRY."
Juan Gaytan, Jr., CEO, Monterrey Security
LEADING FOR SUCCESS
“CARE ABOUT THE PEOPLE WHO WORK FOR YOU. MAKE THE HARD CALLS WITH URGENCY, AND LEAD BY EXAMPLE. EVERY LOSS IS AN OPPORTUNITY FOR GROWTH- SEIZE THEM.”
Marco Campos, Chief Culture Officer & Executive Chairman, Campos Holding Company LLC
“OUR LEADERSHIP IS DRIVEN BY INNOVATION, RESILIENCE, AND A COMMITMENT TO EXCELLENCE. WE EMPOWER OUR TEAM, FOSTER STRATEGIC PARTNERSHIPS, AND PRIORITIZE CLIENT RELATIONSHIPS. BY MAINTAINING INTEGRITY AND ADAPTABILITY, WE’VE BUILT A STRONG FOUNDATION FOR SUSTAINED GROWTH, MAKING HERNANDEZ CONSTRUCTION & DEVELOPMENT A LEADING NAME IN THE INDUSTRY.”
Alex Hernandez, CEO, Hernandez Construction & Development
“OUR SUCCESS IS BASED ON FOCUSING ON ADDING VALUE TO OUR BUSINESS SECTOR AND COMMUNITIES BY TRANSFORMING THE VALUEBASED CARE SECTOR. THIS REQUIRES BUILDING A COMMITTED AND ENTHUSIASTIC LEADERSHIP TEAM WITH A RECORD OF ACCOMPLISHMENT AND THEN CONSTANTLY ASSESSING, REINVENTING, AND IMPROVING OUR BUSINESS MODEL TO ADAPT TO A CHANGING LANDSCAPE.”
Joe Caruncho, Executive Chairman, Genuine Health Group
“OUR STYLE IS CENTERED AROUND SERVANT LEADERSHIP, WHICH PRIORITIZES EMPOWERING AND SUPPORTING OUR TEAM MEMBERS WHILE FOSTERING A CULTURE OF COLLABORATION AND RESPECT. THIS APPROACH HAS BEEN INSTRUMENTAL IN OUR COMPANY’S GROWTH AND RECOGNITION IN THE INDEX 500 OF LARGEST LATINO-OWNED COMPANIES.”
HOW WOULD YOU DESCRIBE THE LEADERSHIP STYLE THAT HAS LED THE COMPANY TO BECOME PART OF THE INDEX 500 OF LARGEST LATINO-OWNED COMPANIES?
“YOU HAVE TO BE BOLD, BELIEVE IN YOURSELF AND TRANSMIT THAT TO THE REST OF THE ORGANIZATION. MOREOVER, YOU NEED TO BE HUMBLE ENOUGH TO RECOGNIZE THAT YOU NEED THE VERY BEST TALENT IN THE ORGANIZATION. OUR GOAL IS TO BECOME A 500 MILLION DOLLAR COMPANY IN THE NEXT FIVE YEARS, AND THEREFORE WE NEED PEOPLE REALLY PASSIONATE ABOUT GROWTH.”
Raul Pelaez, CEO and Chairman, KUA
“THE BEST WAY TO LEAD IS BY EXAMPLE. LEADERSHIP IS EARNED, AND I BELIEVE IN CORE VALUES AND A SHARED VISION THAT GUIDES THE ORGANIZATION. HIRING THE RIGHT PEOPLE AND EMPOWERING THEM IS KEY TO SUCCESS. LEADERSHIP MEANS RELINQUISHING CONTROL AND BUILDING SYSTEMS THAT OUTLAST YOU. CREATING AN ENVIRONMENT FOR PEOPLE TO THRIVE IS VITAL. PROPER INFRASTRUCTURE, PREPARATION, AND TRAINING ARE ESSENTIAL. I ALSO MAKE IT A POINT TO MENTOR LATINO ENTREPRENEURS, SHARING MY CHALLENGES AND SUCCESSES TO HELP THEM AVOID MISTAKES AND ACHIEVE THEIR GOALS.”
Willam J. Garces, Founding Partner, Garces, Grabler & Lebrocq, P.C.
NO SHORTCUT, JUST RESILIENCE
Courtesy
of Independent Living Systems
NESTOR PLANA
CEO AND CHAIRMAN, INDEPENDENT LIVING SYSTEMS
How did your cultural background influence your approach to leadership and business operations?
NP: My cultural background has shaped every aspect of my journey as an entrepreneur and leader. The defining moment that ignited my entrepreneurial spirit was when my parents arrived in the United States from Cuba. My father always emphasized the boundless opportunities available in this country, telling me, "Here, you can do and be anybody you want to be." That lesson instilled in me a deep appreciation for freedom and the responsibility that comes with it.
But being Latino also meant understanding that while the opportunities were there, I would have to work twice as hard to earn them. There was no shortcut—just resilience, perseverance, and an unwavering commitment to proving myself. My parents set that example for me early on, always reminding me, "If you help others, everything else will fall into place." From them, I learned the importance of integrity, taking care of people, and putting others first.
In addition to my parents, two key mentors helped shape my professional journey. One of them was the CEO of the hospital where I began my career. He saw potential in me and gave me invalu-
able opportunities to grow and evolve—opportunities I knew I had to maximize through hard work and dedication.
My background has given me a deep appreciation for the sacrifices made by those who came before me. It has also reinforced my belief in leadership that is rooted in service, in paying it forward, and in creating opportunities for others—especially those who, like me, come from immigrant families and know what it means to fight for a better future.
What key decisions or strategies helped your business scale to its current size?
NP: One of the most pivotal decisions that shaped our growth was the commitment to serving the most vulnerable members of our community. From the very beginning, I believed that improving healthcare wasn’t just about business—it was about helping people age in place, surrounded by their loved ones and neighbors, rather than being placed in institutions. That focus became the foundation of Independent Living Systems.
Our mission at ILS is clear: "We are a compassionate team committed to improving the quality of life for the most vulnerable populations. You Matter. We Care." I stand by that mission whole-
INNOVATION AT ILS IS ABOUT MORE THAN STAYING AHEAD— IT’S ABOUT ENSURING THAT NO ONE IS LEFT BEHIND.
heartedly. That belief—in helping those who need us most—became our driving force. By prioritizing care for those often overlooked, we built a model that not only provided better outcomes but also created a sustainable way to scale.
As we grew, we remained steadfast in our approach: integrating innovative long-term care solutions, building strong partnerships, and continuously adapting to meet the evolving needs of the communities we serve. But at the heart of it all, the key decision that fueled our success was simplestaying true to our purpose.
How do you approach innovation and stay competitive in your industry?
NP: Staying competitive in healthcare isn’t just about keeping up—it’s about constantly looking for ways to expand services and meet the needs of those who have been waiting far too long for care. At ILS, we believe innovation isn’t just about technology or new models; it’s about identifying gaps in the system and finding ways to fill them.
A great example of this is our work with Florida Community Care. Last year, we were honored to be selected by the State of Florida to oversee a new managed care plan for individuals with developmental disabilities. This was a milestone—not just for us, but for the thousands of individuals and families who had been waiting, in some cases for over a decade, to receive the care they need. Being able to serve this community is humbling, and it reinforces why we do what we do.
Innovation at ILS is about more than staying ahead—it’s about ensuring that no one is left behind. Whether through expanding services, strengthening partnerships, or developing new care models, we remain committed to finding solutions that make healthcare more accessible, effective, and compassionate.
What qualities are essential to lead a large business successfully?
NP: Leadership isn’t about doing everything yourself—it’s about surrounding yourself with great people and trusting them to do what they do best. One of the most important qualities of a successful leader is the ability to build a strong team and delegate to the experts. You have to recognize talent, empower people, and give them the space to excel. I always say that ILS has a team that could beat the Yankees. That’s because we have the right players in the right positions, working together toward a common goal. Just like in baseball, success in business comes from knowing when to lead, when to step back, and when to let your team step up and take the big swing.
BY LEADING WITH INTEGRITY, MAKING DECISIONS THAT UPLIFT OTHERS, AND STAYING COMMITTED TO THE WORK, I HOPE TO INSPIRE AND OPEN DOORS FOR THOSE FOLLOWING IN MY FOOTSTEPS.
At the end of the day, leadership is about trust— trusting your team, trusting your vision, and making sure everyone is aligned with the mission. When you have the right people and the right culture, success follows.
How do you support upcoming Latino entrepreneurs?
NP For Latino entrepreneurs, the road isn’t always easy. But the opportunities are there if you approach them with honesty, perseverance, and the willingness to keep pushing forward. My goal is to show that success isn’t just about what you achieve—it’s about how you achieve it. By leading with integrity, making decisions that uplift others, and staying committed to the work, I hope to inspire and open doors for those following in my footsteps.
A SWEET RECIPE FOR SUCCESS
HOW RAUL PELAEZ BUILT A CONFECTIONERY POWERHOUSE WITH INNOVATION AND PASSION
RAUL PELAEZ CEO AND CHAIRMAN OF KUA
IN THE COMPETITIVE world of business, where only the most adaptable thrive, Raul Pelaez, CEO and Chairman of KUA, has carved out a remarkable success story. His leadership journey is a testament to the power of vision, culture, and relentless innovation. Under his guidance, KUA has grown exponentially, transforming niche products into mainstream sensations and setting trends that industry giants follow.
Pelaez’s leadership philosophy is rooted in a belief that thinking big is not an option but a necessity. “Every leader has to believe in his business and think much bigger than anyone in the organization,” he asserts. This mindset has helped KUA transition from a multi-category food company to a confectionery powerhouse in the U.S., where demand now exceeds production capacity.
But growth isn’t just about ambition—it’s about execution. By fostering a culture that values Passion, Effort, Belonging, and Integrity, Pelaez has ensured that every employee feels a sense of ownership in the company’s mission. This emotional investment has translated into rapid expansion, with KUA tripling its size in just five years.
At KUA, innovation is more than a buzzword—it’s embedded in the company’s DNA. One of the most compelling examples of this is the transformation of Warheads. Once known as a single-product brand
Latino Leaders Magazine Courtesy of KUA Carlos Cuevas
AT KUA, INNOVATION IS MORE THAN A BUZZWORD—IT’S EMBEDDED IN THE COMPANY’S DNA.
catering to a niche market of extreme sour candy lovers, KUA reimagined it by creating a portfolio that ranged from mildly sour to intensely tangy. The result? A tripling of the brand’s size in just three years.
This kind of strategic thinking extends beyond product development. KUA has made smart acquisitions, targeting well-positioned but underutilized brands and integrating them seamlessly into its ecosystem. The acquisition of Nopalia, a small cactus-based snack company with just $100,000 in annual sales, is a case in point. By “democratizing” the good properties of cactus, KUA turned it into a thriving market leader, growing it 300 times in just three years.
While strategy and innovation play a crucial role, Pelaez knows that people are the real engine of success. He believes in hiring the best talent—whether in production, sales, or research—and empowering them to excel. Internal promotion is a priority, ensuring that employees don’t just work for KUA but grow with it.
This people-first approach has allowed KUA to stay ahead in a dynamic industry, where agility and expertise are key differentiators. “Talent, combined with culture and thinking big, generates impressive results,” says Pelaez.
Pelaez’s leadership extends beyond KUA’s boardroom. As a mentor with Endeavor for a decade, he has guided Latino entrepreneurs in structuring their business models and scaling their operations. While he has helped many,
he humbly acknowledges that he has also gained invaluable insights from these emerging business leaders.
With KUA’s continued expansion, the challenge is no longer market demand but production capacity. The company’s relentless focus on innovation, strategic acquisitions, and talent development ensures that it remains a force to be reckoned with in the confectionery space.
Raul Pelaez’s journey proves that success isn’t just about having a great product—it’s about believing in limitless possibilities, fostering a strong culture, and constantly pushing the boundaries of innovation. KUA’s story is still being written, but one thing is certain: the future is looking sweet.
LATINO LEADERS IN BANKING:
BREAKING BARRIERS & DRIVING CHANGE
Can you share your journey and what inspired you to pursue a career in banking?
CB My family immigrated to Los Angeles when I was 5 years old. We were forced to flee our native country of Nicaragua due to civil unrest. My parents were both hard working, educated professionals who weren’t fluent in English, didn’t have a strong support community, and faced many hardships in providing for a family of six. Despite their tribulations, they instilled the importance of education, strong work ethic and resilience. Initially, I yearned to be an entrepreneur
LEONARDO BOLANOS
Can you share your journey and what inspired you to pursue a career in banking?
LB My journey in banking has been fueled by a handful of compassionate Latino mentors who, throughout my career, have encouraged listening intently, addressing each client as respectfully as I would my own abuelitos , and working hard even when it goes unnoticed. For over twenty years, I have worked in various roles within wealth management. Today, I direct the delivery of banking, investments, trusts, and wealth planning solutions to wealth creators, multi-generational trusts, and charitable entities at BMO Wealth Management. I am drawn to the distinctiveness of my client’s needs,
like my grandfather, who was a kind and savvy businessman. He inspired me to pursue my career in finance and encouraged me to apply for a bank teller position while I was in college. This job served as the first steppingstone towards my unexpected finance career, and 30 years later, I’m still here.
How has your cultural background influenced your leadership style and decision making?
CB My cultural background was heavily influenced by the caring and giving disposition of my mother and grandfather. They influenced me to be a servant leader who bears the responsibility to help people unleash their potential, perform at their best, and perform with purpose.
How do you ensure your clients succeed in growing their companies and net worth?
CB Being an entrepreneur comes with a huge amount of responsibility and many people depend on them to make prudent decisions for the sustainability of their businesses, therefore it’s vital for me to be transparent and trustworthy in my advising. It’s not enough to advise them on my expertise alone, but to open my network in introducing them to other professional advisors who can help guide them in scaling their business.
and I am inspired by the thoughtful and holistic solutions produced by my team.
How has your cultural background influenced your leadership style and decision making?
LB I was born in Chicago and raised in a Colombian-American household. Growing up, my father studied medicine while my mother worked full-time. We lived with my grandparents and after school my grandmother watched over me and my eleven cousins. My cultural background is deeply rooted in a collaborative nuclear environment, deference to my elders, and a high regard for working hard. These principles shape every aspect of my decision making.
How do you ensure your clients succeed in growing their companies and net worth?
LB Wealth management is a team sport. At any moment, I am collaborating with banking partners, external advisors, and my team to achieve successful financial outcomes for our clients. My business is not transactional, it is about relationships. I ensure my clients boldly grow the good in business and life by listening to their goals, understanding their balance sheet (assets & liabilities), modeling complex financial options, and knowing that my team is the best in the business.
Courtesy of BMO Carlos Cuevas
ISELA
CALABRESE DIRECTOR, TREASURY & PAYMENT SOLUTIONS –BMO COMMERCIAL BANK
Can you share your journey and what inspired you to pursue a career in banking?
IC I saw firsthand how bankers help families navigate their complex financial needs and how their guidance makes a significant impact on individuals and communities. This inspired me to pursue a career in banking and it has been such a fulfilling journey to be able to be in a position to help others achieve financial success.
ANDRES CASAS
SENIOR VICE PRESIDENT AND MARKET MANAGER FOR ROCKIES (CO, NM, WY)BMO US WEALTH MANAGEMENT
Can you share your journey and what inspired you to pursue a career in banking?
AC My path to banking wasn't exactly planned; it was more of a happy accident. During my freshman year of college, my girlfriend gently suggested that perhaps there were career paths slightly more promising than my cashier gig at the movie theater (though I did master the art of the perfect popcorn scoop). Coincidentally, a local bank was looking for a Spanish-speaking teller, and I decided to give it a shot. Turns out, I loved it! Helping clients, educating them about finances, and supporting families and businesses in their financial journeys became a real passion. Being the only Spanish-speaking banker meant I could make a tangible difference in helping other achieve milestones. That experience solidified my love for the industry.
How has your cultural background influenced your leadership style and decision making?
IC Growing up, I witnessed the true value of hard work, perseverance, empathy and inclusivity – qualities that I carry into my leadership approach today. I strive to uplift those around me and ensure that diverse perspectives are valued. I believe in the importance of mentorship, especially for those from underrepresented backgrounds, to help create opportunities for growth and success.
How do you ensure your clients succeed in growing their companies and net worth?
IC As a treasury consultant, I focus on providing strategic financial solutions that help clients optimize cashflow, reduce inefficiencies, and maximize growth opportunities. Each client has a unique business model, and I focus on understanding their needs and challenges to help them improve their working capital and overall profitability.
How has your cultural background influenced your leadership style and decision making?
AC Born and raised in Colombia, I learned valuable lessons from my parents, who have successfully run an IT business there for 30 years. In Colombia and many Latin American countries alike, family and relationships are paramount. My parents taught me that valuing colleagues as you would family fosters a positive environment where everyone feels respected and heard. This emphasis on collaboration is central to my leadership style.
How do you ensure your clients succeed in growing their companies and net worth?
AC Having witnessed my parents grow their company from two to over 200 employees, I have firsthand experience to share with clients. I learned that planning is crucial for business growth and seizing opportunities. A great banker acts as a trusted advisor, providing ideas, strategic planning, and foresight to help clients navigate the future and achieve their financial goals. I strive to provide that same level of support, drawing on my experience and understanding of their unique needs.
VITOR FRANCA
GLOBAL FINANCIAL INSTITUTIONS GROUP –BMO CAPITAL MARKETS
DIRECTOR,
Can you share your journey and what inspired you to pursue a career in banking?
VF I was born and raised in Rio de Janeiro, Brazil, into a lovely and supportive family. My father spent his career working in finance and my journey into banking was largely inspired by him. Growing up, I watched him navigate the financial world with work ethic and passion, which left a lasting impression on me. I graduated with a degree in finance and
TOMAS GARGANTINI
DIRECTOR,
Can you share your journey and what inspired you to pursue a career in banking?
TG My journey into banking was shaped by my experience growing up in Argentina, where access to credit was often limited. I saw how financial uncertainty affected businesses and families, which sparked my interest in finance. I wanted to help people and organizations navigate financial systems to create long term growth and stability.
started working for a Brazilian investment company before joining BMO Brazil in 2014. In 2020, I relocated to BMO Chicago and expanded my scope to cover clients in Argentina, Chile, Paraguay, and Uruguay, in addition to Brazil.
How has your cultural background influenced your leadership style and decision making?
VF We are heavily influenced by our culture, personal characteristics, and development. I am passionate about observing the different leadership styles from colleagues and leaders and I am grateful to work in a multicultural environment, which allow me to learn from people with different cultural backgrounds and continue improving my leadership skills.
How do you ensure your clients succeed in growing their companies and net worth?
VF The first step is to develop a relationship that is based on mutual trust, doing what’s right, listening to the client’s needs, and being responsive. By being a trusted advisor and understanding client needs, we align on priority matters with our partners to provide the best possible solutions to help the clients grow their companies and new worth.
How has your cultural background influenced your leadership style and decision making?
TG Coming from a place where resilience and adaptability are essential, I’ve learned to approach every challenge with a solutions-based mindset. However, the key component of my culture that has influenced me is my strong and vibrant community. Financial services, as an industry, is about building and strengthening relationships both internally within the bank as well as with our clients and communities.
How do you ensure your clients succeed in growing their companies and net worth?
TG I focus on understanding their objectives, unique resources, and complex challenges – whether it's through risk management or hedging, working capital solutions to manage daily financing needs, or strategic access to capital to fund an acquisition or critical investment. Healthy, growing businesses are the backbone of a strong community that can thrive during different economic cycles.
ZULMA
GUZMAN ASSOCIATE,
FOOD, CONSUMER AND AGRIBUSINESSBMO COMMERCIAL BANK
Can you share your journey and what inspired you to pursue a career in banking?
ZG My journey began in Guadalajara, Jalisco, Mexico before moving to Illinois at a young age. Driven by a vision to impact entrepreneurs and future generations, I pursued a career in commercial banking to help companies grow through capital. I began my career in Atlanta, working with companies in diverse industries. Recently, I returned to Chicago where I specialize in food and beverage lending, drawn by the opportunity of creating a deeper impact through specialized expertise.
MENDES
ISABELA
MANAGING DIRECTOR, HEAD OF GLOBAL TRADE US & EUROPE –BMO CAPITAL MARKETS
Can you share your journey and what inspired you to pursue a career in banking?
IM I was born and raised in Brazil, a country shaped by economic volatility and a strong reliance on commodities trading. Market fluctuations and political shifts created an environment of uncertainty, but they also instilled in me a deep sense of resilience and adaptability. This landscape fueled my passion for global trade and set me on a path to bridge financial solutions across borders.
How has your cultural background influenced your leadership style and decision making?
IM Growing up, I learned to tackle complex problems with agility and creativity. Latin American values—strong relationships, collaboration, and perseverance—are cen-
How has your cultural background influenced your leadership style and decision making?
ZG Rooted in discipline and empathy, my Latino culture has shaped my leadership style by driving thoughtful decision-making that considers all stakeholders. The importance of being a diligent worker has been a key component to my strong work ethic and problem-solving approach, driving me to persist through obstacles with confidence. The warmth that my ancestors have always spread inspires my collaborative approach, where success is built through collective effort.
How do you ensure your clients succeed in growing their companies and net worth?
ZG It’s about understanding clients’ needs and providing strategic capital solutions for growth through candid conversations about challenges and successes. Assessing near-term performance trends, identifying opportunities, and engaging in ongoing discussions to ensure long-term success for our clients is key. I look forward to leveraging my industry expertise to connect the supply chain and create new opportunities for clients.
tral to my leadership approach. I lead with inclusivity, empowering my team and embracing diverse perspectives to drive the best outcomes.
That mindset helped me rise to become Managing Director and Head of Global Trade, US & EMEA at BMO, where I lead efforts to facilitate trade and economic growth. To me, trade finance isn’t just about transactions—it’s about helping businesses scale, access new markets, and optimize capital. My team and I focus on understanding each client’s strategic goals, structuring solutions that unlock growth while mitigating risk. By leveraging global networks, technology, and deep expertise, we help businesses expand their reach and increase their net worth
How do you ensure your clients succeed in growing their companies and net worth?
IM Breaking barriers and driving change requires challenging perceptions, fostering innovation, and ensuring financial services acts as a catalyst for sustainable economic development. It’s a privilege to be part of this journey.
CORINA MOSQUEDA- VENTURA
VICE PRESIDENT, PRIVATE WEALTH ADVISOR –BMO US WEALTH MANAGEMENT
Can you share your journey and what inspired you to pursue a career in banking?
CM-V Early in my career, I had an internship with an insurance company which gave me a distinct perspective on asset protection. I joined BMO in 2001 and now have 30 years of experience in the financial services industry. In 2013, I was selected to be part of the team that launched BMO Premier Services, a segment dedicated to serving the mass affluent market with integrated banking, investment, and planning solutions. This led to my role as a Private Wealth Advisor for BMO Wealth Management where I work with high-net-worth individuals, families, and organizations, including closely held and family-owned businesses.
MAURICIO
Can you share your journey and what inspired you to pursue a career in banking?
MR I was born and raised in Mexico City. When I started in high school at TEC de Monterrey, I had a great math teacher that sparked my interest in finance which led me to pursue it. I was initially fascinated by the stock market and when I started college, I came to understand the key role banks play in developing an economy, helping companies grow, and allowing individuals to manage their finances and achieve their goals.
How has your cultural background influenced your leadership style and decision making?
CM-V Growing up in Chicago’s Little Village neighborhood, a predominantly Mexican immigrant community, I learned how the lack of financial knowledge can affect a family’s security and business sustainability, thus creating a risk for future generations. Today, we call this the wealth gap. As a professional, as a mother, and as a Latina, I realize the importance of pursuing your goals unapologetically and lifting others by teaching them what I’ve learned as I continue to rise. It's because of this that I’m committed to working with minority groups and underserved communities to bring education on financial resources at various stages of life and all levels of wealth.
How do you ensure your clients succeed in growing their companies and net worth?
CM-V Listening and understanding the client is the first step helping them make well informed decisions related to their company and net worth. I’m the client’s advocate in ensuring the steps we’re taking align with their goals. The beauty of what I do is that each conversation is different, and each plan is customized to their goals.
How has your cultural background influenced your leadership style and decision making?
MR Having lived in Mexico most of my life (moved to the U.S. six years ago), I’m a big believer in developing close relationships with colleagues and helping my team members enhance their skills. Mexican culture is all about bringing people together. It’s a very “warm” culture where typically people you work with become your friends. Furthermore, motivating and developing a team are key drivers to success in business. My winning formula has been motivation = results = talent retention. It has allowed me to lead winning teams and to retain top talent.
How do you ensure your clients succeed in growing their companies and net worth?
MR We want to be a partner and strategic advisor to our clients, providing them with a holistic set of solutions for their companies, shareholders, and employees. We achieve this by offering companies customized credit and treasury management solutions accompanied by strategic advice on their capital structure, organic vs. inorganic growth, and access to capital markets. We also offer wealth management, succession and estate planning for business owners and banking services for their employees.
BEST COMPANIES FOR LATINOS TO WORK 2025
As every year, Latino Leaders Magazine presents the companies who have the deepest commitment for Latino talent to thrive. They have demonstrated substantial efforts to open their corporate culture to everyone, making sure their employees feel proud of belonging.
BEST COMPANIES TO WORK FOR LATINOS
ABM Industries Inc.
Facility Management
Employees: 100,000
Diversity: 82%
Latinx in Csuite Or Board:
Latino Talent Acquisition: ERG in place:
Accenture
Consulting & Professional Services
Employees: 774,000
Diversity: 53.00%
Latinx in Csuite Or Board:
Latino Talent Acquisition: ERG in place:
ADP
HR & Payroll Services
Employees: 64,000
Diversity: 42.00%
Latinx in Csuite Or Board:
Latino Talent Acquisition: ERG in place:
Ally Financial
Financial Services
Employees: 11,100
Diversity: 40.00%
Latinx in Csuite Or Board:
Latino Talent Acquisition: ERG in place:
Avocados From Mexico
Chipotle Restaurants
Employees: 125,000
Diversity: 71.00 %
Latinx in Csuite Or Board:
Latino Talent Acquisition: ERG in place:
Elastic
Search-Powered Solutions
Employees: 3,187
Diversity: 40.00%
Latinx in Csuite Or Board:
Latino Talent Acquisition: ERG in place:
EnLink Midstream
Energy
Employees: 1,000
Diversity: 21.00%
Latinx in Csuite Or Board:
Latino Talent Acquisition: ERG in place:
EPAM Systems
Food & Beverage Marketing
Employees: 37
Diversity: 80.00 %
Latinx in Csuite Or Board:
Latino Talent Acquisition: ERG in place:
Kemper Corporation Insurance
Employees: 7,500
Diversity: 60.00 %
Latinx in Csuite Or Board:
Latino Talent Acquisition: ERG in place:
LUZCO Technologies LLC
Engineering Consulting
Employees: 111
Diversity: 44.00 %
Latinx in Csuite Or Board:
Latino Talent Acquisition: ERG in place:
Merck
Software Engineering & Consulting
Employees: 65,149
Diversity: 50.00%
Latinx in Csuite Or Board:
Latino Talent Acquisition: ERG in place:
Granite Construction
Construction
Employees: 7,000
Diversity: 45.70%
Latinx in Csuite Or Board:
Latino Talent Acquisition: ERG in place:
Biopharmaceutical
Employees: 70,000
Diversity:
Latinx in Csuite Or Board:
Latino Talent Acquisition: ERG in place:
Microsoft Technology
Employees: 228,000
Diversity: 53.09%
Latinx in Csuite Or Board:
Latino Talent Acquisition: ERG in place:
Navy Federal Credit Union
Banking
Employees: 24,330
Diversity: 44.00%
Latinx in Csuite Or Board:
Latino Talent Acquisition: ERG in place:
NuStar Energy L.P. Energy
Employees: 1,177
Diversity: 35.00%
Latinx in Csuite Or Board:
Latino Talent Acquisition: ERG in place:
NVIDIA
Technology
Employees: 14,256
Diversity: 58.60%
Latinx in Csuite Or Board:
Latino Talent Acquisition: ERG in place:
Palo Alto Networks
Cybersecurity
Employees: 15,289
Diversity: 45.00%
Latinx in Csuite Or Board:
Latino Talent Acquisition: ERG in place:
Pan-American Life Insurance Group Insurance
Employees: 627
Diversity: 47.00%
Latinx in Csuite Or Board:
Latino Talent Acquisition: ERG in place:
Progressive Insurance Insurance
Employees: 61,432
Diversity: 40.50%
Latinx in Csuite Or Board:
Latino Talent Acquisition: ERG in place:
Salesforce
Software & Cloud Computing
Employees: 72,682
Diversity: 47.00%
Latinx in Csuite Or Board:
Latino Talent Acquisition: ERG in place:
Sempra Energy
Employees: 20,000
Diversity: 59.00%
Latinx in Csuite Or Board:
Latino Talent Acquisition: ERG in place:
Verisk Analytics Technology
Employees: 7,576
Diversity: 31.00%
Latinx in Csuite Or Board: Latino Talent Acquisition: ERG in place:
Wesco International
Electrical Distribution
Employees: 20,000
Diversity: 52.00%
Latinx in Csuite Or Board: Latino Talent Acquisition: ERG in place:
Sprouts Farmers Market Retail
Employees: 31,000
Diversity: 50.00%
Latinx in Csuite Or Board:
Latino Talent Acquisition: ERG in place:
BERNIE RAMOS: A JOURNEY OF GROWTH, RESPONSIBILITY, AND EMPOWERMENT
Latino Leaders Magazine
Bernie Ramos’s story is a remarkable testament to the power of perseverance, mentorship, and a deep commitment to helping others. From his humble beginnings in Williamsburg, Brooklyn, to becoming the Hispanic Segment Leader for the Commercial Banking business at Wells Fargo, Ramos has transformed his personal journey into a mission to empower Latino communities and businesses across the United States.
HISPANIC SEGMENT LEADER FOR THE COMMERCIAL BANKING, WELLS FARGO
BERNIE RAMOS
Overcoming Challenges Through Mentorship and Confidence
After college, Ramos’s entry into the corporate world was marked by fear and uncertainty. As a first-generation college graduate, he often felt out of place and struggled with imposter syndrome. “Outside of work, I was successful. I had an apartment, a car, and money in my pocket. But inside, I was terrified. I didn’t feel like I belonged,” Ramos shared.
The turning point came when Ramos began working under a series of mentors -primarily women- who saw potential in him that he didn’t yet see in himself. These leaders gave him opportunities that pushed him out of his comfort zone. “They told me I could do things I didn’t believe I could,” he said. From project management to relationship management and business development, these roles forced him to grow in confidence and develop new skills.
As Ramos took on these challenges, his mindset shifted. “I realized I could do anything. It might take me longer, but I had the capacity,” he explained. This realization, coupled with the encouragement of those around him, set him on a path of continuous growth and advancement.
A Career Rooted in Helping Others
Reflecting on the core motivation that has guided his career decisions, Ramos attributes it to the values instilled by his father. “My father was the kind of person who would jump out of bed at 3 a.m. to help a family member or friend in need. He believed in helping others, and that became a part of me,” Ramos said. In his 30 years in banking, Ramos has carried this sense of responsibility into his work. Whether it’s helping a business secure a $15 million loan to fuel growth or mentoring young professionals, his greatest satisfaction comes from making a difference in the lives of others. “Helping is what gives me the most joy. Watching a business succeed, seeing families build generational wealth -that’s what drives me,” he shared.
Finding Purpose in Empowering Hispanic Businesses
Today, Ramos’s role at Wells Fargo combines his passion for helping others with his professional expertise. As the Hispanic Segment Leader, he focuses on helping Hispanic-owned and Hispanic-led middle market businesses grow and reach their financial goals. His work is about more than just financial services though; it is about building trust, creating opportunities, and fostering long-term success.“This role feels like a dream come true,” Ramos said. “I get to work with Hispanic
“RAMOS’S ROLE AT WELLS FARGO COMBINES HIS PASSION FOR HELPING OTHERS WITH HIS PROFESSIONAL EXPERTISE. ”
businesses across the country, leveraging my experience to help them thrive. It’s deeply fulfilling to know that I’m making a difference -not just for the economy or Wells Fargo, but for the Hispanic community.”
Ramos also sees his position as a way to inspire and guide others, particularly first-generation professionals who face similar challenges to those he once did. “I have a deep sense of responsibility to build bridges for those who come after me,” he said, referencing the poem The Bridge Builder by Will Allen Dromgoole. “I am not building it for myself; I’m building it for the next generation.”
A Legacy of Empowerment
Throughout his career, Ramos has used his time and experience to support businesses, mentor young professionals, and advocate for Latino communities. “My time is my biggest asset, and my experience is right behind it. I use both to help Hispanic businesses and professionals,” he said.
Whether he’s on a late-night call with a business owner in California or speaking to a young professional about their career path, Ramos approaches each interaction with a sense of purpose and gratitude. “I have been given an opportunity to make a difference, and that’s what I aim to do every day,” he said.
Bernie Ramos’s journey is not just a story of personal and professional growth - it is a story of giving back. By helping others overcome obstacles, achieve their goals, and build a brighter future, he is creating a lasting impact on the Hispanic community and beyond.
“AS THE HISPANIC SEGMENT LEADER, HE FOCUSES ON HELPING HISPANIC-OWNED AND HISPANIC-LED MIDDLE MARKET BUSINESSES GROW AND REACH THEIR FINANCIAL GOALS. ”
THE AVOCADO REVOLUTION: HOW AVOCADOS FROM MEXICO BECAME A HOUSEHOLD STAPLE
Few foods have achieved the cultural and culinary dominance of avocados. From Super Bowl parties to Sunday brunches, this creamy green fruit has become a beloved staple in American households. But behind the rise of avocados is a remarkable story of strategic branding, consumer education, and bold marketing. At the heart of this success is Avocados From Mexico (AFM)—an organization that has not only changed how we consume avocados but has also reshaped an entire industry.
When Alvaro Luque, President and CEO of Avocados From Mexico, took the helm, he saw an opportunity that had never been fully realized in the produce industry: the creation of a branded experience for a fresh product. Unlike packaged goods, fresh produce rarely carries the same brand recognition as, say, a can of soda or a chocolate bar. Luque and his team sought to change that.
AFM’s approach was twofold:
1Create an emotional connection with consumers through branding.
2Accelerate demand for Mexican avocados in the U.S. through strategic marketing.
By applying Consumer Packaged Goods (CPG) marketing strategies to fresh produce, AFM turned avocados into more than just a fruit; they became a lifestyle choice. The result is an astonishing 120% increase in avocado consumption over the past 11 years, with eight out of ten avocados in the U.S. now coming from Mexico.
Luque explains, “We wanted to create something that no one else had in the fresh produce industry—a brand that builds an emotional connection with consumers. That has been one of our biggest drivers of success.”
One of AFM’s most high-profile marketing successes has been its Super Bowl ad campaigns. In 2015, the brand took a bold risk by investing in its first Big Game commercial and competing in one of the most crowded and expensive advertising spaces in the world.
ALVARO LUQUE
PRESIDENT AND CEO OF AVOCADOS FROM MEXICO
Courtesy of Avocados From Mexico
BEYOND MARKETING, AFM HAS BUILT A COMPANY CULTURE ROOTED IN INNOVATION. BUT AS LUQUE POINTS OUT, INNOVATION MUST BE GROUNDED IN STRATEGY.
Luque describes the event as their "innovation playground." Not only is the Super Bowl the biggest avocado consumption occasion of the year, but it also gave AFM a highly visible platform to tell their story. Over the years, the brand’s Big Game campaigns have generated over 60 billion impressions, making Avocados From Mexico synonymous with football’s biggest moment and the delicious gatherings that go with it.
"The Super Bowl was the perfect stage to show the world that Avocados From Mexico was here to stay,” Luque says. “We’ve built a reputation as a brand that always brings something new and exciting to the event, and even when we don’t run a commercial, people expect us to be part of the conversation.”
Even in years when AFM doesn’t run a Super Bowl ad, they remain a dominant digital force, leveraging innovative marketing and strategic partnerships to stay top of mind. For this year’s Big Game, the brand partnered with Rob Gronkowski to launch a 360 campaign including the “Guacline” – a digital AI-powered platform that connected fans with Gronkowski’s avatar. The program culminated in the
Gronkamole Challenge, a YouTube event that invited fans to guess how many avocados Gronkowski would consume and engage for a chance to win one-of-a-kind prizes.
Beyond marketing, AFM has built a company culture rooted in innovation. Their “Culture Map” focuses on five core values, with “Innovation That Matters" as a key pillar. But as Luque points out, innovation must be grounded in strategy.
"Innovation is key, but strategy is king," he emphasizes. "It’s easy to get distracted by shiny objects in marketing, but we make sure every move is backed by clear strategic thinking."
The company follows a structured “Wheel” approach, ensuring that every campaign begins with strategic thinking, followed by disruptive activation, performance measurement, and a culture of continuous improvement. This disciplined creativity has not only led to accolades – AFM was named one of Fast Company’s Most Innovative Companies in the World in 2021 and became a Certified Great Place to Work in 2024 – but has also resulted in high employee engagement, with 97% of staff believing they are making a meaningful impact.
THE AVOCADO INDUSTRY HAS GROWN EXPONENTIALLY, AND MAINTAINING THAT GROWTH IS NOW ONE OF AFM’S BIGGEST CHALLENGES.
With success comes responsibility. The avocado industry has grown exponentially, and maintaining that growth is now one of AFM’s biggest challenges. The organization must ensure consistent supply, affordability, and quality, all while navigating economic fluctuations and environmental concerns.
Additionally, AFM plays a critical role in the economic impact of both the U.S. and Mexico. The industry contributes $7.5 billion to the U.S. economy and $6 billion to Mexico’s economy, supporting thousands of jobs across both nations.
"We’ve created a monster," Luque says. "This category has grown so much that now we have a huge responsibility to sustain it. But it’s a good problem to have.”
Looking ahead, Luque is optimistic. He describes millennials and Gen Z as the “Avocado Generation.” Unlike older demographics, these consumers grew up eating avocados.
FROM A SIMPLE FRUIT TO A MARKETING POWERHOUSE, AVOCADOS FROM MEXICO HAS REDEFINED WHAT IT MEANS TO BRAND FRESH PRODUCE.
They are the ones who popularized avocado toast and continue to embrace the fruit as a fun, healthy, and flavorful part of their diets.
"Millennials and Gen Z don’t need to be convinced to eat avocados. They already love them,” Luque says. “This generation was born with avocados in their hands, and that’s a huge advantage for our future.”
As this generation gains more economic power, their love for avocados is expected to fuel even greater demand. "We’re just seeing the tip of the iceberg for what this category can become," says Luque.
From a simple fruit to a marketing powerhouse, Avocados From Mexico has redefined what it means to brand fresh produce. With bold advertising, digital innovation, and a deep understanding of consumer behavior, AFM has ensured that the avocado craze is here to stay.
And if you’re looking for the perfect way to enjoy one? Take a cue from Luque himself: Guacamole with pistachios, dried cranberries, roasted jalapeños, and cotija cheese—a delicious reminder that avocados are as versatile as they are irresistible.
LATINO LEADERS CELLAR
A SIP INTO SPRING
Jorge Ferráez @ JFerraez_Latino
Poderi Luigi Einaudi
Barolo Bussia 2017
• Exquisite wine with a silky and round texture with a great wave of ripe fruit, cherry, strawberry jam, raspberry and some spicy notes towards the end. A well-balanced wine with a long, earthy and rich finish. I recommend taking Barolos that are at least 6 or 7 years old. Based on Nebbiolo, these wines open up fabulously with age. A dish of Italian antipasto would be the perfect pairing.
Penfolds Bin 600 California Cabernet Sauvignon/Shiraz 2020
• A simply stunning wine from the start with silky tannins, big body and immense concentration of ripe red fruits; raspberry and strawberry. It is a very fortunate blend from California made by a renowned Australian producer. The blend of the two varietals is very well done with a 68/32 mix with Cabernet Sauvignon dominance. A wine you must try! Scented, fruity and succulent!
Tenuta Sette Ponti ORENO, Tuscany, 2016
• This is pure concentration in a silky and velvety structure. Extremely complex and succulent from the nose to the last note in the mouth. Fruity all the way; with notes of cherry, coffee and plum dominating the scene. It has a curious sophisticated balance, medium body and perfumed aromas. However, it also shows firm tannins, ripe red fruit and some earthy touches. A delicious wine! You have to try it with a good juicy steak.
Chateau Cos D'Estournel, Saint-Estephe, Pauillac, 2005
• Great Bordeaux wine; Wonderfully round and silky from the start. In the mouth it shows notes of fruit, ripe and coffee. To the eye it has an intense red color that shows great vitality, even. In the glass, once served, it evolves into a complex set of notes of forest spices and cocoa powder. Subtle, silky and velvety with some vegetal accents and licorice caramel. A super elaborate wine! This should be drunk with a sophisticated culinary dish.
Casa Concha y Toro Don Melchor,Cabernet Sauvignon, Puente Alto, 2006
• Fabulous fruit concentration and spicy notes. Succulent, complex and ripe but at the same time polished, silky and round. Notes of fig, dark chocolate, date, pepper, tobacco and graffito are clear and expressive. From the first nose it opens majestically and brings the sensation of filling the mouth with velvety but firm tannins and an unforgettable finish. What a great wine! I would drink this wine with a good roast meat.
Carlisle, Napa Valley, Petite Sirah, "Pallasades Vineyard," 2009)
• A wine with an absolutely impressive concentration and with aromas of smoky fireplace, vanilla, dark chocolate and dried cherry. The palate is solid, creamy and succulent with accents of ripe red and black cherries, anise and some mint accents. A firm wine, with great volume and great fruitiness. You have to drink it with a dish of Pork or a Baked Duck.
