0426 SFBW 1

POSITIONING FOR 2026: TAX STRATEGIES THAT COUNT

INSIDE SOUTH FLORIDA’S FINANCIAL LEADERSHIP CIRCLE

LEADING THE WAY | INSIDE THE 2026 HR EXCELLENCE AWARDS

DESIGNED TO MOVE YOU

Andare is more than a residence, it’s an experience. Rising above Fort Lauderdale’s skyline, this Pininfarina-designed tower blends fluid, wave-inspired architecture with seamless indoor-outdoor living and uninterrupted views of the ocean, river, and city. With over 35,000 square feet of unrivaled amenities, Andare offers a lifestyle of elegance and ease. Located at the intersection of Las Olas Boulevard’s vibrant energy and the serenity of the Atlantic Ocean, Andare invites you to embrace the future of luxury living.

ROOFTOP RESORT • ON-SITE RESTAURANT • WORLD-CLASS SPA EXPANSIVE FITNESS CENTER • 24/7 CONCIERGE & VALET LUSH GARDENS & OUTDOOR SPACES

A DISTINGUISHED NEW CHAPTER on

the South Florida Coast

Nestled along a stunning expanse of shoreline, with breathtaking views of the Intracoastal Waterway and the Atlantic Ocean, The Ritz-Carlton Residences, Fort Lauderdale Beach introduce a lifestyle inspired by the polished coastal aesthetic.

This limited collection of 83 waterfront residences features two- to three-bedroom homes, all complemented by the legendary service of The Ritz-Carlton.

Starting at $2.5M.

ORAL REPRESENTATIONS CANNOT BE RELIED UPON AS CORRECTLY STATING REPRESENTATIONS OF THE DEVELOPER. FOR CORRECT REPRESENTATIONS, MAKE REFERENCE TO THIS BROCHURE AND THE DOCUMENTS REQUIRED BY SECTION 718.503, FLORIDA STATUTES, TO BE FURNISHED BY A DEVELOPER TO A BUYER OR LESSEE. This Condominium is developed by 551 Bayshore S.P.E., LLC (“Developer”) and this offering is made only by the Developer’s Prospectus for the Condominium. No statement should be relied upon if not made in the Prospectus provided to you by the Developer. Locations and layouts of windows, doors, closets, plumbing fixtures, balconies, patios, views, as well as structural, architectural, and design elements may vary from concept to actual construction and are not guaranteed to be as depicted. Images and renderings of appliances, plumbing fixtures, countertops, cabinets, soffits, floor coverings, lighting, furniture and décor may depict features not included with a UNIT purchase, but which may be available for purchase for an additional charge. The Ritz‑Carlton® is the registered trademark of Marriott International, Inc., but The Ritz Carlton Residences, Fort Lauderdale Beach is not owned, developed, or sold by Marriott International, Inc. or its affiliates (“Marriott”). Developer uses the Ritz Carlton® marks under a license from Marriott, which has not confirmed the accuracy of any of the statements or representations made about the project. In the event the license of Marriott should terminate or not be renewed, the names and logos of Ritz‑Carlton® can no longer be used. The managing entities, hotel, artwork, designers, contributing artists, interior designers, fitness facilities, amenities, services, and restaurants proposed and referred to herein are accurate as of this publication date; however, Developer does not guarantee these and reserves the right to change or to make modifications, revisions, and changes it deems desirable or necessary as a matter of code compliance or otherwise. Developer does not control off site attractions and there is no guarantee that any off‑site attractions such as shopping venues, restaurants, or other activities, services, and destinations referenced will exist or be fully developed, as depicted, when the Condominium is completed or thereafter. Consult the Prospectus for all terms, conditions, and unit specifications and to learn what is included with purchase. This Condominium is not oceanfront; the sight line of the tower depicted

Camden Collection

Founded by Local Entrepreneurs Built for South FL Businesses

We know what it’s like to make payroll, push through setbacks, and build from the ground up.

That’s why we started Locality Bank: to empower local businesses to maximize their potential.

Keith Costello CEO, Locality Bank

TABLE OF CONTENTS

16 NEWS IN BRIEF

Short takes — because time is money.

22 WHY I BUILT IT

Why investors see pickleball as a growing asset class.

26 THE C-SUITE LIFE

How Daniel Goldburg manages labor risk in Florida’s building boom. THE MIDDLE

32 COVER STORY

How Veterans are shaping South Florida leadership.

42 SERVICE FIRST Valerie Silverman on serving Broward’s First Responders.

50 LEADERS IN FINANCE

The people behind the region’s money, markets, and deals.

46 FUNDING THE FUTURE

Joe DiMaggio’s Kelley Morris on why legacy giving is becoming part of wealth strategy.

THE BACK

58 BUILDING CONNECTIONS

The 11th Annual Human Resources Award Winners ON THE COVER Four veterans shaping South Florida leadership — Jon Merkel, DeAnn Hazey, Ben Sorensen, and Rob Ceravolo.

Not Just Strategy. Stability.

Wealth is more than what you build—it’s who you build it for.

At Gunster, we know that protecting generational wealth requires a deep understanding of what your family has established today and the legacy you want to leave tomorrow. Our attorneys guide family offices, private clients and their various enterprises to navigate complex tax landscapes, design estate plans, provide day-to-day business support, deploy capital and advance philanthropic ventures.

We are the constant in our clients’ lives, advising through evolving business needs and bridging the gap across generations. Because legacy isn’t shaped by a single transaction—it’s anchored in relationships that span decades.

When you need counsel that honors your past while protecting your future, there’s only one choice.

Gunster. Florida’s Law Firm for Leaders.

CHIEF EXECUTIVE OFFICER Gary Press

MANAGING DIRECTOR Kim Sarni

GROUP EDITOR IN CHIEF Jessica Graves

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ART DIRECTOR

Alexander Hernandez Evelyn Suarez

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Andy Hill and Greg Babij

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My Father’s Flag

ravery doesn’t conclude with a final salute.

For many veterans, it simply changes form.

Across South Florida’s business and civic community, the influence of those who once wore the uniform is everywhere.

Veterans return home and continue to lead, building companies, guiding organizations, serving in public office, and strengthening the communities they fought to protect. The discipline, resilience, and sense of duty forged in the military do not disappear when active service ends. They become part of how these men and women live and work every day.

My understanding of that sacrifice is personal.

My father, Terry Graves, served in the infantry in Vietnam and later devoted his life to working in the justice system, serving in state and federal probation and helping people rebuild their lives with accountability and structure.

Years after his service, he was diagnosed with cancers linked to Agent Orange exposure, a reminder that for many veterans and their families, the cost of war follows them long after they come home.

When he passed in 2018, Fort Lauderdale City Commissioner Ben Sorensen, serving as a United States Navy Reserve chaplain, presented me with a folded American flag on behalf of a grateful nation. In that moment, his words carried a weight I will never forget. They honored not only his service, but the sacrifice it asked of our family.

That gesture remains a reminder that behind every veteran is a story that continues long after the uniform is folded away.

Across our region, we see that truth every day. Veterans return home and continue to lead, build, and serve, carrying the same sense of duty into business, government, and community life. Supporting them requires more than recognition. It means ensuring that those who have given so much, and the families who stand beside them, have the care and respect they deserve.

Bravery does not end with a final salute. For many veterans, the mission simply continues.

We owe them our gratitude long after their service ends.

With respect and gratitude,

Jessica Graves

Editor-in-Chief, South Florida Business and Wealth

The Vitality of Hollywood

The Serenity of a Golf Retreat

Rising 18 stories above Hollywood, Gaia Residences offers 238 studio, 1-, 2-, and 3-bedroom condominiums with panoramic views. Owners receive exclusive beach club and golf club memberships.

VISIT THE SALES GALLERY

Luxury Residences in Hollywood, FL Starting from $480,000

to

nor a solicitation of offers to buy inany jurisdiction where prohibited by law, and your eligibility for

will depend upon your state of residency. The sketches, renderings, graphic materials, plans, speci cations, terms, conditions and statements contained in this brochure are proposed only, and the Developer reserves the

to modify, revise or withdraw any or all of same in its sole discretion and without prior notice. All improvements, designs and construction are subject to rst obtaining the appropriate federal,state and local permits and approvals for same. All features, speci cations, brands,matters of detail are conceptual only and should not be relied upon as representations, express or implied, of the nal detail of the residences orcondominium. Neighborhood attractions, and/or venues referenced and/or identi ed in this publication are off-site and not controlled by the Developer. They are accurate as of the date of this publication, however there is no guarantee that they will continue to exist or that there won’t be changes and/or substitutions of same.The Developer expressly reserves the right to make modi cations, revisions, omissions and changes without notice.Certain featuresmay not be included with all units. Square footages, ceiling heights, door sizes and terrace dimensions are approximate, subject to change and may varywith actual construction. Developer makes no representations regarding views from any particular unit. Your purchase agreement will detail items included with the Unit.Alta Developers is not the Developer of this Condominium. This Condominium is being developed by either Alta HollywoodSouth, LLC or Alta Hollywood North, LLC.

KobiKarp’sShell BayResidences

AUBERGE-BRANDED TOWER GOES VERTICAL AS PRIVATE CLUB COMMUNITY EXPANDS ITS FOOTPRINT IN SOUTH FLORIDA’S LUXURY RESIDENTIAL MARKET

Construction is advancing at The Residences at Shell Bay, an Auberge-branded condominium development by Witkoff Group and PPG Development. The project has officially gone vertical, with the first levels of the 20-story tower now complete.

Scheduled for completion in 2027, the development sits within the 150-acre Shell Bay enclave in Hallandale Beach. Designed by architect Kobi Karp, the tower will include 108 residences with wraparound terraces

and expansive glass overlooking the golf course and Intracoastal Waterway. Interiors are by AvroKO, with G.T. McDonald Enterprises serving as general contractor. The residences connect directly to the private Shell Bay Club, anchored by a Greg Norman-designed championship golf course, racquet facilities, marina, and wellness amenities. Sales are being handled by Douglas Elliman Development Marketing, with prices starting at approximately $2 million.

Omni Fort Lauderdale Anchors Convention District

NEW WATERFRONT HOTEL BRINGS SCALE, DINING, AND GLOBAL MEETING CAPACITY TO BROWARD’S CONVENTION CORRIDOR

The 29-story Omni Fort Lauderdale Hotel has officially opened, anchoring the newly expanded Broward County Convention Center District and introducing one of the region’s largest hospitality projects.

Directly connected to the convention center, the property includes 801 guest rooms, 82 suites, and more than 120,000 square feet of meeting and event space. Its 30,000-square-foot Waterway Ballroom—the largest in Fort Lauderdale—overlooks the

Intracoastal and positions the hotel as a major driver of convention and corporate travel.

The project also introduces several dining concepts led by Executive Chef Cristian Mosquera, alongside amenities including the Mokara Spa, rooftop pool deck, and the 29th-floor Ibis Sky Lounge. Together, the hotel and convention center expansion aim to strengthen Fort Lauderdale’s competitiveness in the global meetings and tourism market.

$145M Vote of Confidence on the Flagler Waterfront

ESPERANTÉ REFINANCING UNDERSCORES SUSTAINED INVESTOR DEMAND FOR FULLY LEASED, CLASS A OFFICE IN WEST PALM BEACH

Related Ross, alongside JZ Capital Partners and Greenmont Group, has secured a $145 million refinancing for Esperanté, a 17-story, 256,000-squarefoot Class A office tower along West Palm Beach’s Flagler waterfront. The financing, provided by Hudson Bay Capital Management and arranged by Eastdil Secured, reflects continued institutional conviction in the market’s high-end office fundamentals.

Following an $8 million renovation, the fully leased property is home to major financial firms including Bank of America, Balyasny Asset Management, and Blue Sea Capital. Positioned near One Flagler and Phillips Point, Esperanté anchors a growing ecosystem of finance, private equity, and technology tenants as Related Ross continues to expand its footprint across Palm Beach County.

BrightStar

Elevates Two Leaders to the C-Suite

GUY PETRORO AND NATASHA SCHNEIDER STEP INTO EXECUTIVE ROLES AS THE CREDIT UNION EXPANDS ACROSS SOUTH FLORIDA

With the U.S. spending over $800 billion per BrightStar Credit Union has promoted two longtime leaders to its executive ranks, naming Guy Petroro chief lending officer and Natasha Schneider chief financial officer as the organization continues expanding across Broward and Miami-Dade counties. The member-owned cooperative now serves more than 61,000 members through nine branch locations. Petroro brings more than 25 years of experience across credit unions and traditional banking and previously served as senior vice president of lending, overseeing the organization’s mortgage, commercial, business, auto, and consumer lending divisions.

Schneider’s appointment follows more than two decades of financial leadership at BrightStar. As vice president of finance, she directed budgeting, asset-liability management, and regulatory reporting while leading new card programs and operational improvements.

Together, the promotions reinforce BrightStar’s focus on disciplined financial management and strategic lending growth as competition intensifies across South Florida’s financial services sector.

Scarcity, Scale, and $400 Million in Closings

CMC GROUP’S BOUTIQUE WATERFRONT CONDOMINIUM RECORDS ONE OF THE STRONGEST POST-COMPLETION RUNS IN SOUTH FLORIDA’S LUXURY RESIDENTIAL MARKET

CMC Group has recorded nearly $400 million in closings in less than 60 days at Vita at Grove Isle, highlighting sustained demand for boutique waterfront residences at the highest end of Miami’s condominium market.

Momentum was led by a $21.5 million penthouse transaction, the building’s third sale above $20 million. The two-story residence spans approximately 6,800 square feet and achieved pricing near $3,100 per square foot, placing it among the most significant recent closings in Coconut Grove.

Completed in late 2025, the sevenstory development includes 65 residences on the private island of Grove Isle. Average sales pricing is roughly $8.5 million, with more than 17 percent of units exceeding $10 million. Only a limited number of residences remain available, beginning around $8.4 million.

30-minute average resolution

SOC 2 Certified Award-Winning Microsoft Partner

WHY I BUILT IT

Inside the Business of Major League Pickleball

With institutional capital, media upside, and affluent audiences, Major League Pickleball is positioning itself as more than a sport

■ BY JESSICA GRAVES

pickleball’s rise

has been easy to measure in participation numbers, celebrity endorsements, and packed local courts. What may be less obvious is how quickly the sport has become a serious business, drawing institutional investors, franchise owners, and professional athletes who see long-term value well beyond the baseline.

For Zach Hunter, owner of the Palm Beach Royals and managing partner of Hyperspace Ventures, the investment thesis began with a simple observation.

“Pickleball is not a fad. It’s the fastest-growing sport in America, appealing to all generations, with an existing and rapidly expanding distribution infrastructure,” he says. “When you combine that grassroots velocity with institutional capital entering the space, you have the ingredients for something truly special.”

Hunter’s group entered Major League Pickleball while the league was still early in its growth cycle, a decision he describes as intentional.

“We believed Major League Pickleball had long-term media and sponsorship potential, and waiting for maturity would mean paying a premium after the growth was already priced in,” he says. “We try to build within the growth curve, even if that carries more risk, rather than buying at its peak.”

Like any emerging sports league, the economics revolve around diversification. Sponsorship, live events, merchandise, and media rights form the foundation, but Hunter sees the greatest upside in newer distribution models.

“Streaming, micro-content, be ing integrations, and international rights create multiple monetization lanes,” he says. “Pickleball over-indexes with affluent, decision-making demographics, which brands care deeply about.”

Palm Beach County, he adds, was a strategic choice for the franchise.

“This market sits at the intersection of high-net-worth individuals, private equity, family offices, and luxury real estate developers,” Hunter says. “Few regions combine capital density, lifestyle appeal, and year-round playability the way Palm Beach County does.”

That combination of lifestyle and capital is part of what makes modern franchises different from traditional teams.

“The Palm Beach Royals are more than a team. It’s a platform,” he says. “We compete to win, but the brand also offers executive networking events, luxury hospitality experiences, corporate summits, and community programming. The franchises that win today build cultural relevance beyond match play.”

On the court, that business strategy is reflected in how teams approach talent. The Royals’ first major signing, Miami native Sofia Sewing, brings both competitive credibility and visibility to the new franchise.

“It’s exciting to know that years from now, when people talk about the Palm Beach Royals, they’ll be talking about a team I was part of from the beginning,” Sewing says. “We’re going to grow together and make a name for this team, and I’m going to bring intensity, professionalism, and positivity every time I step on the court.”

A former professional tennis player who rose to No. 1 on the Association of Pickleball Players Tour within a year of turning pro, Sewing represents the type of athlete the league is a racting as its profile grows.

“I think what separates elite players in any sport is mental strength and belief,” she says. “No ma er what the score is, I always believe I can win.”

That competitive mindset ma ers in a league where personality and performance both drive value.

“Star power creates visibility and sponsor interest,” Hunter says. “But championships compound brand equity in a way no single signing can. We evaluate every player through both performance analytics and commercial upside.”

As Major League Pickleball continues to expand, Hunter believes discipline will determine whether the sport becomes a lasting asset class.

“To scale sustainably, expansion has to be structured, franchise economics have to stay disciplined, and media strategy has to stay centralized,” he says. “We’re focused on institutionalization, not hype cycles.”

If that approach holds, pickleball’s next phase may look less like a trend and more like a business model built for durability.

EXPERT ADVICE

■ NICOLO FABBRIZIO, PARTNER AT GERSON PRESTON

Strategic Tax Moves for 2026 and Beyond

From accelerated deductions to estate planning recalibration, an expert breaks down what ma ers most in 2026 and beyond

With decades of experience advising complex businesses and high-net-worth individuals, Gerson Preston Klein Lips Eisenberg Gelber PLLC has built its reputation on technical rigor paired with strategic foresight. Founded in 1959 and operating across Boca Raton, Miami, and Denver, the firm approaches tax season as more than a compliance exercise.

Here, Partner Nicolo Fabbrizio outlines what truly ma ers in 2026.

What are the most consequential changes this year?

“Between the implementation of tariffs and the retroactive provisions of the One Big Beautiful Bill Act, 2025 has been a year of significant changes that will affect businesses and individuals in various ways and on different scales,” Fabbrizio says.

Among the most impactful: the permanent reinstatement of 100-percent bonus depreciation for qualified property placed in service after January 19, 2025, alongside expanded Section 179 expensing. “This allows businesses to accelerate deductions, reduce taxable income upfront, and improve liquidity.”

Section 1202 Qualified Small Business Stock benefits have also expanded for stock issued after July 4, 2025, with a tiered gain exclusion and a higher $15 million per-issuer cap. “These enhancements make QSBS more accessible and flexible for founders, early investors, and high-net-worth individuals in startups, especially in tax-friendly states like Florida.”

The law also restores full and immediate expensing of domestic research and experimental expenditures beginning in 2025, reversing prior amortization requirements and lowering the aftertax cost of innovation.

For private clients, the increase in the estate and gift tax

exemption to $15 million per individual, effective January 1, 2026, is pivotal. “The permanent nature of the One Big Beautiful Bill Act eliminates the urgency previously associated with certain planning strategies, enabling taxpayers to adopt more measured and strategic estate planning approaches.”

Why are refunds trending higher?

“Many taxpayers will be pleasantly surprised to find that their 2026 refunds are higher than expected,” Fabbrizio says. Retroactive 2025 tax cuts, combined with IRS withholding tables that were not updated in real time, resulted in many taxpayers effectively overpaying throughout the year.

Still, he cautions against complacency. Refunds represent a timing difference, not a windfall. Updating Form W-4 elections and recalibrating estimated payments will be er align cash flow with lower effective rates going forward.

What proactive strategies should taxpayers consider?

“Proactive planning is critical, and it is often the most effective tool in a taxpayer’s hands, especially for high-net-worth individuals,” he says.

For international clients with U.S. investments, planning must address federal, state, and cross-border implications. Proper structuring considers taxation over the life of the investment and the consequences of repatriating capital through dividends or management fees.

Transfer pricing studies serve a dual purpose. “They are not only essential for meeting IRC §482 requirements and documenting arm’s-length pricing, but they are also a strategic planning tool,” Fabbrizio explains, helping allocate profits efficiently across

jurisdictions.

For domestic clients, planning often centers on optimizing entity structures, managing multistate exposure, timing income and deductions, maximizing bonus depreciation and Section 179, refining equity and deferred compensation arrangements, and incorporating trusts and other estate vehicles.

“Ultimately, effective tax planning in 2026 requires a holistic, proactive approach that combines compliance, strategic structuring, and scenario-based modeling tailored to the client’s specific financial profile and goals.”

How significant is multistate risk?

“The lack of consistency in how states conform to federal tax law changes creates meaningful challenges,” Fabbrizio says. Compliance errors, forecasting uncertainty, and increased administrative costs are common consequences, particularly for highincome individuals and larger businesses.

Remaining current on state guidance and working closely with advisors is essential, especially as legislative sessions a empt to address conformity gaps.

Why is tax modeling essential now?

“Effective tax modeling in 2026 involves

proactive, data-driven simulations using software to forecast outcomes under a range of assumptions,” he says. Modeling income timing, entity selection, capital investments, estate strategies, and multistate exposure allows business owners to evaluate trade-offs before decisions are finalized.

Why does CPA and a orney coordination ma er?

“The changes enacted by the new tax law provide greater long-term stability, allowing taxpayers to shift their focus from short-term tactics to more integrated, multi-year planning strategies that combine tax optimization with legal structuring,” Fabbrizio notes.

Increased complexity, cross-border exposure, and audit risk make collaboration even more valuable. “A coordinated CPA/a orney approach enables clients to implement holistic strategies that are not only tax efficient but also legally sustainable over the long term.”

For South Florida’s business leaders and private clients, 2026 rewards preparation over reaction. The opportunity lies not in the refund check, but in the strategy behind it.

The Labor Problem No Florida Contractor Can Ignore

As workforce volatility reshapes construction economics, Daniel Goldburg shows how continuity has become a competitive advantage

■ BY JESSICA GRAVES

FLORIDA’S

construction boom has entered a more disciplined phase. Demand remains strong, but execution has become harder to control. Labor shortages, rising insurance costs, and consolidation across the trades have shifted the risk equation for builders, developers, and investors alike. Today, the greatest variable affecting project performance is no longer capital or entitlements. It is labor.

Skilled workers are harder to find, turnover is more expensive, and institutional knowledge walks off job sites with alarming regularity. For many contractors, workforce instability is treated as an unavoidable cost of doing business, creating unpredictability that affects schedules, safety metrics, and margins.

A smaller group of firms is challenging that assumption by building their organizations around continuity. One of the clearest examples can be found in Boynton Beach.

At CSCI, labor stability is not a cultural talking point. It is an operating discipline.

For more than three decades, the structural shell contractor has operated at scale across Florida’s most aggressive residential cycles, partnering with national production builders and custom firms while delivering more than 4,000 residential shell units annually. The volume alone places CSCI among the state’s most consequential trade partners. What distinguishes the company is how it has managed labor risk while operating at that scale.

More than one in five CSCI employees works alongside a family member.

Founded in 1993 by Ronald Goldburg and Mark Nuccilli, the company grew through Florida’s fastest expansion periods by focusing on quality, speed, and safety. Along the way, something less typical for a contractor

of this size emerged: a workforce rooted in generational loyalty.

In 2001, Ronald Goldburg’s son, Daniel Goldburg, joined the business. Today, as president and majority owner, he leads nearly 160 employees and coordinates more than 1,500 subcontracted workers daily.

“Our people are the backbone of this company,” Goldburg says. “When employees recommend us to their sons, daughters, spouses, or siblings, that tells us something important. You don’t do that unless you trust the company and believe it’s built to last.”

That trust carries measurable business value. In a labor-constrained environment, retention reduces disruption. Experienced crews move faster, require less supervision, and make fewer errors. Safety improves. Rework declines. Schedules stabilize. For builder partners, those efficiencies are felt long before they appear on a balance sheet.

Family ties at CSCI were never the result of a formal initiative. They grew through reputation. Fathers introduced sons to the trade. Siblings joined through referrals. Husband-and-wife teams filled complementary roles. In several cases, multiple generations have built careers within the company, passing down standards that cannot be taught in a handbook.

That continuity ma ers as consolidation accelerates across Florida’s construction sector. Private equity-backed rollups and national

WORKING WITH FAMILY RAISES THE BAR. YOU HOLD EACH OTHER ACCOUNTABLE. YOU TAKE MORE PRIDE IN WHAT YOU BUILD. AND YOU UNDERSTAND THAT WHAT WE’RE CREATING HAS TO LAST.”

operators increasingly dominate the trades, often prioritizing scale and cost compression. While that model can deliver short-term efficiencies, it can also increase labor volatility.

CSCI’s approach offers a counterpoint: growth anchored in workforce cohesion. On job sites, that cohesion translates into shared expectations and natural accountability. Mentorship happens informally. Safety protocols are reinforced not only by policy, but by personal investment in the people working beside you.

The model has earned external validation. CSCI was recently named a 2026 Best Places to Work honoree by the South Florida Business Journal, recognition that reflects the consistency employees and partners see daily.

“Working with family raises the bar,” Goldburg says. “You hold each other accountable. You take more pride in what you build. And you understand that what we’re creating has to last.”

As Florida’s construction market recalibrates amid shifting interest rates, labor constraints, and evolving development pa erns, CSCI is entering its next phase without abandoning the framework that carried it this far. Technology will change. Markets will cycle. But leadership remains focused on the human infrastructure behind the company’s performance.

As the industry moves into a phase defined less by growth at any cost and more by disciplined execution, the advantage is shifting to firms that can control what others cannot. Capital will remain available. Projects will continue to pencil. Labor will determine outcomes.

In the next construction cycle, the most resilient contractors will not be the largest, but the ones built for continuity.

Aging, Care, and the Cost of Waiting Too Long

A orney Heidi Friedman on VA benefits, Medicaid rules, and why early planning can prevent costly mistakes

s a Board-Certified Elder Law A orney, Heidi F. Friedman, Esq., has built her South Florida practice around the complex intersection of long-term care, Medicaid eligibility, and veterans benefits. In a region with high care costs and a significant veteran population, her work centers on helping families protect assets while accessing earned benefits. We asked Friedman to clarify common misconceptions and outline what strategic planning truly requires.

SFBW: What distinguishes elder law from estate planning?

Friedman: Estate planning is about what happens after you pass away. Elder law is about protecting you while you’re still here. Elder law focuses on long-term care planning, incapacity planning, Medicaid eligibility, VA benefits, and protecting assets during your lifetime. It’s not just drafting documents — it’s strategic planning that can determine whether a family preserves savings or unnecessarily spends everything on care. When we’re dealing with income caps, transfer penalties, and

care costs that can exceed $10,000 a month, the strategy must be thoughtful and proactive. It’s about protecting both the person and the plan.

SFBW: What financial mistakes do families most often make?

Friedman: The biggest mistake is waiting too long — or relying on well-meaning advice from friends who “went through this once.” I see families transfer assets to children or add children as joint owners to accounts without realizing Medicaid has a five-year lookback and the VA has its own transfer rules. That can create penalties right when care is urgently needed.

There is so much misinformation out there that one of the biggest mistakes families make is not ge ing the right information from the right expert early enough. With proper planning, there are usually more options than families realize.

SFBW: Which VA benefit should veterans and spouses be paying closer attention to?

Friedman: Aid and A endance is the most overlooked benefit I encounter — and often the most impactful.

It is a needs-based pension program for wartime veterans and surviving spouses who require assistance with daily living. It can provide meaningful monthly income to offset home care, assisted living, or other long-term care needs.

Many families assume VA benefits are only for service-connected injuries. That’s simply not the case. Aid and A endance is based on wartime service, financial eligibility, and medical need. Even surviving spouses may qualify. In South Florida, where care costs are high, this benefit can be life changing.

SFBW: How can high-net-worth individuals protect assets while planning for long-term care?

Friedman: This is where strategic, early planning makes all the difference.

There are lawful tools — including trust strategies, spousal planning techniques, and income restructuring — that can preserve assets while positioning someone appropriately if long-term care becomes necessary.

When someone is healthy and thinking clearly, we can update powers of a orney, review beneficiary designations, and evaluate future eligibility for VA or Medicaid benefits without pressure. Early planning gives you options and flexibility.

Crisis planning often happens after a fall or diagnosis, when a family is already overwhelmed. We can help in those situations, but the choices may be narrower and more urgent.

“THERE IS SO MUCH MISINFORMATION OUT THERE THAT ONE OF THE BIGGEST MISTAKES FAMILIES MAKE IS NOT GETTING THE RIGHT INFORMATION FROM THE RIGHT EXPERT EARLY ENOUGH. WITH PROPER PLANNING, THERE ARE USUALLY MORE OPTIONS THAN FAMILIES REALIZE.”

This isn’t about hiding assets. It’s about understanding the framework and planning within it. When done correctly, it protects both financial legacy and access to care.

SFBW: When should families begin planning?

Friedman: The best time to plan is before you think you need it.

SFBW: How does elder law intersect with legacy planning?

Friedman: Most people want to leave a legacy. What families underestimate is the cost of longterm care.

If those costs consume a lifetime of savings, there may be li le left to pass on. When we incorporate VA benefits and Medicaid planning into an estate plan, we’re protecting stability for a surviving spouse and future generations.

To me, legacy includes dignity. True legacy planning protects both the person and the family.

SFBW: What misconception about VA or Medicaid planning concerns you most?

Friedman: Families often assume it is “too late” once someone enters a facility. In many cases, that simply isn’t true.

They also assume they “have too much” to qualify. Eligibility is rarely as simple as people think. With proper planning, many families who believed they would never qualify actually can.

There is also a misconception that this kind of planning involves “hiding” money. That simply isn’t true. Everything we do is fully compliant with the rules. We plan carefully, legally, and ethically within the framework the law provides.

FROM SERVICE TO LEADERSHIP

How South Florida veterans are applying discipline, accountability, and mission-focused thinking at the highest levels

■ BY JESSICA GRAVES

Ben Sorensen

NAVY RESERVE | Chaplain

Fort Lauderdale City Commissioner, CEO of Sorensen Consulting, Inc.

There is a certain steadiness to Ben Sorensen’s leadership, the kind forged in environments where decisions carry consequence and clarity is currency. As a Fort Lauderdale City Commissioner representing District 4, CEO of Sorensen Consulting, Inc., and a Navy Reserve Chaplain with 18 years of service in the U.S. Navy Reserve, Sorensen operates in overlapping arenas of service. The uniform may shift, but the mission does not.

As he reflects on nearly two decades in the Navy Reserve, one of the most formative lessons came from working in a joint environment in the Pentagon after 9/11, when no single branch or agency could address the threat alone.

“We had to bring together different services, intelligence agencies, and disciplines… to operate as one mission-focused team,” he says.

The breakthrough, he notes, “was not just be er data, but be er collaboration: aligning around a shared purpose, building trust across silos, and making decisions in a complex, fast-moving environment.”

That joint-force mindset now shapes how he governs as an elected official in Fort Lauderdale. “The hardest challenges are rarely solved within one department,” Sorensen explains. “Progress comes from convening the right stakeholders, creating clarity around the mission, and fostering an environment where diverse perspectives can integrate rather than compete.”

As a City Commissioner, that means coordinated action rather than fragmented effort, long-term planning rather than reactive politics.

Service at home, he believes, must be equally mission-driven. “The most important way veterans can continue serving at home… is by serving other veterans,” he says. Shared experience builds trust quickly, especially around housing stability, employment, and mental health.

That conviction led him to co-found Mission United of the United Way of Broward County, a veterans-serving-veterans model that coordinates housing, job placement, legal support, and wraparound services. “When veterans are at the table designing and delivering solutions, engagement is higher and

outcomes are stronger,” he says. The approach has directly informed his work to reduce veteran homelessness in Fort Lauderdale by aligning local government, nonprofits, and veteran-led organizations around a unified strategy.

For Sorensen, resilience is neither abstract nor performative. “Wellness is not a buzzword,” he says. “It is operational readiness for life.” Mental clarity, physical discipline, strong family connection, and faith grounding must work together. “Resilience is built before the pressure hits, not during it.”

WHEN VETERANS ARE AT THE TABLE DESIGNING AND DELIVERING SOLUTIONS, ENGAGEMENT IS HIGHER AND OUTCOMES ARE STRONGER.”

His daily practice reflects that discipline: “A daily early-morning centering routine: prayer, a workout that balances cardio and strength training, and reviewing the day’s top priorities before the demands start coming in.”

He is candid about what he wishes civilians understood. “Most veterans and reservists don’t stop serving when they take off the uniform,” he says. Especially for reservists, the navigation of “two worlds” carries invisible operational and emotional weight. Real support, he suggests, looks like partnership: hiring veterans into meaningful roles, supporting veteran-led initiatives, and engaging them as problemsolvers.

“Veterans are not just former service members,” Sorensen says. “They are mission-driven leaders who are wired to serve long after active duty.”

For the next generation serving or looking to serve, his advice is both pragmatic and expansive. “See the uniform as a foundation, not the finish line,” he says. Leadership, teamwork, resilience, and service are transferable. Transition, he adds, begins with a new question: “What is my purpose now?”

As a Navy Reserve Chaplain, Sorensen learned that compassion and accountability are not competing forces but “partners in responsible leadership.” Listening first, lowering the emotional temperature, and making ethically grounded decisions remain central to how he approaches city governance as an elected official. “Leadership is ultimately about caring for people while still making hard decisions for the greater good.”

DeAnn Hazey

ARMY | Sergeant, E5

Executive Director, Government & Community Affairs, Nicklaus Children’s Health System

Responsibility sits at the center of how DeAnn Hazey leads. It is a perspective shaped early through military service and carried forward into her civilian career, where she now serves as Executive Director of Government and Community Affairs at Nicklaus Children’s Health System, South Florida’s only specialty licensed healthcare system dedicated exclusively to children.

Before stepping into the complex world of healthcare policy and community engagement, Hazey served as a Sergeant in the U.S. Army, working as a linguist in Military Intelligence. The experience permanently reshaped how she thinks about leadership.

“The Army taught me that leadership isn’t about authority—it’s about responsibility and service to others,” Hazey explains. “Rank never ma ered as much as accountability. If something goes wrong, I own it. If something goes right, the credit goes to my team.”

That philosophy continues to guide her work today. Rather than focusing on hierarchy, Hazey prioritizes equipping her team with the tools and clarity they need to succeed. “I focus on making sure my team has what they need to succeed and never ask someone to do something I wouldn’t do myself,” she says.

The transition from military service to civilian leadership did not require abandoning that mindset. Instead, it expanded the mission. At Nicklaus Children’s Health System, Hazey’s work centers on strengthening partnerships between healthcare providers, government leaders, and community organizations to improve access to care for children across South Florida. Service, she believes, does not end when a veteran removes the uniform. It evolves.

advisory roles for veterans themselves.

“It’s not just about services,” Hazey says. “It’s about giving veterans the opportunity to help shape and strengthen those systems.”

That sense of responsibility also informs how she approaches personal resilience. For Hazey, wellness is a daily practice rooted in faith, family, and intentional moments of quiet.

“Wellness, for me, is staying grounded in what ma ers most— my faith, my family, and self-care,” she explains. “It isn’t a luxury. It’s crucial to lead well and show up fully for others.”

Her mornings begin before the day’s demands take over.

“I start my day early in quiet—prayer, reflection, and reviewing priorities before the noise begins,” she says.

“It helps me lead calmly even when the day fills with competing priorities.”

“IT’S NOT JUST ABOUT SERVICES. IT’S ABOUT GIVING VETERANS THE OPPORTUNITY TO HELP SHAPE AND STRENGTHEN THOSE SYSTEMS.”

Evenings close with a small ritual that reinforces connection at home. Each night, she and her husband share what they call a “fruit date,” a simple pause to decompress and put the day behind them.

Hazey is candid about what she wishes the broader community understood about military service. The sense of responsibility carried by veterans does not disappear with time. “Our service doesn’t switch off,” she says. “Even years later, we still carry a deep sense of honor, respect, and responsibility—to country, to family, and to our community.”

Experiences from service, particularly combat exposure, can leave lasting mental health impacts for many veterans. Addressing those realities, she believes, requires openness and support rather than stigma.

“As a community, we have to acknowledge this openly and make sure active-duty soldiers, reservists, and veterans have access to the support and resources they need,” she says.

“In Broward right now, one of the most important ways veterans can continue serving is by stepping into civic leadership roles and volunteering,” she says. Veterans understand structure, crisis management, and teamwork in ways that naturally strengthen community institutions.

She points to Mission United through the United Way of Broward County as a powerful example of how that service continues at home. The initiative connects veterans and their families with employment assistance, housing support, legal aid, and health resources, while also creating leadership and

For young people considering military service, Hazey views the experience as a foundation rather than a single chapter. “It will shape you in ways you may not fully see yet,” she says. “It builds character, discipline, resilience, and opens doors that carry into every stage of life.”

For veterans transitioning into civilian careers, the core lesson is simple. “Your values don’t expire when you leave active duty,” Hazey says. “Leadership, discipline, integrity, courage, and accountability translate into any career path.”

JON MERKEL

MARINE CORPS | Sergeant

Commercial Relationship Manager at Fifth Third Bank

For Jon Merkel, leadership begins with a concept that feels deceptively simple: accountability.

As a U.S. Marine Corps veteran and Commercial Relationship Manager at Fifth Third Bank, Merkel supports middlemarket companies across the Miami–Fort Lauderdale region, helping business owners structure financing strategies and navigate growth. The work requires precision, preparation, and trust, qualities he first developed during his time in the Marines, where he worked in aircraft repair and maintenance.

“The value that resonates most in civilian life is accountability,” Merkel says. “Owning your actions, your preparation, and your results builds trust quickly, and trust is the foundation for both leadership and strong client relationships.”

That mindset now informs how he approaches banking. While financial structuring and lending strategies require technical expertise, Merkel views relationships as the true currency of the profession.

Business owners, particularly those navigating expansion or transition, need advisers who show consistency and reliability over time.

“Each evening I take time to reset and plan for the next day,” he explains. “It’s a simple routine, but it helps reduce stress and keeps me focused on what ma ers most.”

That clarity of purpose, Merkel believes, is something the broader community often misunderstands about veterans. Recognition and gratitude are appreciated, but they are rarely the primary motivation.

WHEN VETERANS AND LOCAL ORGANIZATIONS WORK TOGETHER, IT CREATES A SUPPORT SYSTEM THAT HELPS PEOPLE REBUILD AND MOVE FORWARD.”

Accountability, he notes, creates that foundation.

The discipline he learned in the Marines translates naturally to the demands of advising companies that operate in complex and often uncertain markets. “When preparation and ownership are part of how you operate every day, clients recognize that quickly,” he says. “It builds confidence and long-term partnership.”

Merkel’s perspective on service also extends beyond business.

“Veterans play a powerful role locally by helping other veterans reconnect,” Merkel explains. “Whether it’s mentorship, transition support, or simply creating spaces where people feel understood, those connections make a real difference.”

He points to organizations like Mission United and the South Florida Charity Classic as examples of how coordinated community support can help veterans stabilize, rediscover purpose, and remain connected.

“I’ve seen firsthand how community partnerships can create real impact,” he says. “When veterans and local organizations work together, it creates a support system that helps people rebuild and move forward.”

Maintaining balance in the middle of that work, he says, depends on consistency rather than intensity.

“Wellness for me is rooted in discipline and routine,” Merkel says. “Showing up the same way every day with intention and clarity keeps everything else in balance.”

One habit, in particular, anchors his routine.

“Many veterans aren’t seeking recognition,” he says. “They’re seeking purpose. The structure, camaraderie, and clarity of mission from the military don’t disappear after service.”

When employers and community leaders create opportunities that tap into those strengths, he adds, veterans often elevate the organizations and teams around them.

The transition from military to civilian life can be both exciting and uncertain, which is why Merkel encourages younger service members to view the experience as the beginning of a larger journey.

“Service can shape you in ways that stay with you for the rest of your life,” he says. “It gives you purpose, discipline, and confidence in what you’re capable of.”

For those leaving the military, the next step begins with perspective.

“Your service is a powerful part of your story, but it’s not the whole story,” Merkel says. “You get to decide what comes next.”

Building momentum after the uniform, he explains, often begins with small, intentional steps: staying curious, surrounding yourself with people who encourage growth, and approaching new opportunities with the same commitment that defined military service.

That preparation is equally important when it comes to financial planning.

From his vantage point in banking, Merkel has seen how thoughtful preparation can ease the transition into civilian life.

“The most valuable financial step before transitioning is building some level of savings if you’re able,” he says. “Even a modest reserve creates breathing room during a period of uncertainty.”

The mistake he sees most often is assuming that military income and benefits will immediately translate to the civilian workforce.

“Taking time to plan ahead—whether that’s reviewing expenses, saving what you can, or understanding your new benefits—makes the transition much smoother and far less stressful,” Merkel says.

For Merkel, preparation remains the throughline connecting service, business, and community.

“When you approach the next chapter with the same commitment you brought to your service,” he says, “doors open and opportunities follow.”

controls in place, reduce the risk to an acceptable level, and move forward. And when things don’t go according to plan, you reassess, adjust, and keep going.”

Those same skills, he says, are what make veterans valuable long after the uniform comes off.

“Veterans leave the service with experience operating when things are uncertain — planning, accountability, problem solving under pressure, resilience during difficult moments. Those skills don’t disappear.”

For many, the sense of purpose simply

“One of the best ways we can continue serving is by bringing those experiences into our communities,” he says. “That might mean leading inside a company, mentoring younger people, volunteering, or starting something new. The mission changes, but the responsibility doesn’t.”

Staying effective, he says, depends on simple habits that keep performance

“Your mind needs to learn. Your body needs to move. And your spirit needs connection,” he says. “I call them my Daily Six Essentials — learning, moving, creating, connecting, fueling, and reflecting. I don’t worry about when they happen.

Today, much of his work focuses on helping organizations build the kind of structure that allows people to perform

“In the service, everything is built around a shared mission,” he says. “You train together, deploy together, solve problems together. In civilian life, that structure doesn’t automatically

That idea, he says, applies at every level of an organization.

“A brand-new employee and a CEO can both feel like they’re alone in the fight,” he says. “When people can talk openly, share lessons, and support each other, organizations get

For Ceravolo, the goal is not to recreate the military, but to

“The support structure may look different outside the military,” he says, “but the opportunity to serve never really goes away. Wherever you go next, you bring your lessons with you—and those lessons can make every team, every company,

ANSWERING A DIFFERENT CALL

A former teacher, Valerie Silverman now leads Broward’s nonprofit support network for law enforcement and first responders

■ BY HANNAH SPENCE

s executive director of the Broward Sheriff’s Advisory Council, Valerie Silverman oversees a mission built around a simple promise: the families of first responders should never face hardship alone.

“I help the families before, during, and after a crisis,” Silverman says. “I see what they go through. And if I can make a difference in helping those who took an oath to protect us, I’m all for it.”

Founded in 1985 by former Broward Sheriff Nick Navarro, the Broward Sheriff’s Advisory Council was created to provide financial assistance to the families of first responders who are killed or permanently disabled in the line of duty. Over time, the organization has evolved into a broader support network focused on both immediate and long-term needs.

Today, the nonprofit operates across five primary areas: family crisis support, technology and equipment funding, specialized training, wellness initiatives, and scholarships and community outreach. The council also remains connected with families through experiences designed to create moments of community and relief, including outings to professional sporting events and its annual Zoo Day gathering.

Silverman’s path to the role began unexpectedly in 2018, when the former kindergarten teacher volunteered at a Broward Sheriff’s Advisory Council gala and was introduced to the organization’s mission.

“During that evening, I learned more about the organization and the impact it had on our first responder community, and I truly fell in love with the group and what they stood for,” she says.

Soon after, she joined the organization as a donor relations associate after being offered the position by the chairman and executive director. Her responsibilities quickly expanded. She later became senior project manager, working more closely with the council’s programs and the families it supports, before advancing to chief of staff.

Her promotion to executive director

came in a moment she never expected.

During the organization’s Tribute to Bravery Valor Awards Ceremony and Luncheon last year, Silverman was focused on making sure the event ran smoothly when the program suddenly shifted.

“I was running around, making sure everything was seamless. And all of a sudden our chairman starts going off script, and I’m thinking, oh my goodness, what’s he doing?” she recalls. “He starts talking about this individual and asks everyone to stand, and then he said he would like to publicly announce our new executive director and calls my name.”

Silverman’s admiration for first responders long predates her work with the organization. Growing up, her father lived with Type 1 diabetes and insulin resistance, which sometimes caused seizures before insulin pumps became widely available. Paramedics were frequently called to their home.

“The flashing lights always meant safety to me rather than uh-oh,” she says. “They were always able to save him, and for that I will forever be indebted to them. And with this line of work, I get to truly pay it forward.”

Under Silverman’s leadership, the council has expanded its reach while strengthening relationships across Broward’s public safety community. Membership has grown to roughly 200 supporters, and the Chairman’s Council has increased more than tenfold.

Silverman says one of her proudest accomplishments is the organization’s closer collaboration with the Broward Sheriff’s Office and local police and fire departments.

“We work closely with the sheriffs and chiefs to identify real-time needs in technology, equipment, training, and wellness,” she says. “That partnership has allowed us to respond faster, fund more strategically, and expand the scope of programs we support.”

The impact of that work is perhaps best reflected in the families the organization serves. Sylvia Herring became involved with the council after her husband was killed in the line of duty in 2023.

“You can tell she really cares,” Herring says. “Even if she’s not inviting us to events, she checks in to see how we’re doing. And when we are at these events, she makes time to talk to every person. No one is forgo en.”

Looking ahead, the organization plans to expand several initiatives, including opening a K-9 and Mounted Training Facility focused on support for first responders.

“To be able to walk beside families during the darkest chapter of their lives, and then stay connected long enough to see healing, resilience, and children grow up, is incredibly humbling,” Silverman says. “Being invited into those lives, even in a small way, is something I never take for granted.”

HOLDING THE LINE AT HOME

MISSION UNITED’s leaders on transition, accountability, and creating measurable impact for local veterans.

■ BY JESSICA GRAVES

ISSION UNITED’s James Heaton and Stephen Moss on housing, funding, and what real support for veterans requires in Broward County

As South Florida recognizes Military Appreciation Month, the conversation around veterans must extend beyond ceremony to infrastructure. In Broward County, MISSION UNITED, an initiative of

United Way of Broward County, serves as a coordinated entry point for veterans navigating civilian life, connecting them to housing stabilization, employment services, legal assistance, healthcare access, education, and benefits support through a unified network of partners.

Helping lead that effort are James W. Heaton, Esq., Vice President of

MISSION UNITED, and Stephen Moss, who operate at the intersection of federal funding, public-private partnerships, and on-the-ground service delivery. As federal grant renewals and regional demand continue to shape the program’s trajectory, we asked both leaders to reflect on accountability, urgency, and what meaningful support for veterans truly requires.

Broward County continues to grow economically. Where do veterans risk being left behind amid that growth, and how is MISSION UNITED responding?

James Heaton: Broward County has long been a desirable place for young people to start a family. As the County grows economically, many families struggle to meet the high cost of living, and veterans are no exception. Through Mission United, United Way Broward is creating accessible housing opportunities specifically for veterans to ensure these families have a safe and affordable place to live. We are about to close on our third property, with a fourth in the works. We also operate a Veterans Resource Center where veterans meet directly with service providers to obtain financial and housing benefits so they can keep pace with rising costs.

Federal grants and public funding are essential to sustaining veteran services. What does the renewal and reporting process reveal about the evolving needs of local veterans?

Heaton: United Way Broward has received federal funding to support veterans since 2016, when we launched the Supportive Services for Veteran Families program funded by the Department of Veterans Affairs. Today, we operate three veteranspecific federal grants that serve more than 1,300 veteran families each year. The most pressing challenges remain housing, transportation, and quality employment opportunities. These issues are inextricably intertwined. If one is missing, the other two become far more difficult to obtain.

MISSION UNITED operates under a coordinated “no wrong door” model. Why is that structure more effective

than fragmented service delivery?

Stephen Moss: Mission United provides direct services, but we also partner with organizations throughout the community that serve veterans and their families. That collaboration avoids fragmented silos and allows veterans to contact any participating organization and receive a warm handoff to the one best equipped to provide the services they need. When a community works together, veterans receive support more efficiently and with far less frustration.

What is the most misunderstood challenge veterans face when transitioning into civilian life?

Moss: People often underestimate the sheer difficulty veterans face reacclimating to civilian life and navigating the system after hanging up the uniform. They are told to go to the VA, but the VA cannot provide everything required for a successful transition. It can be daunting simply trying to locate help. Mission United works closely with the local VA to assess veterans and ensure they are connected to the services necessary to meet their needs.

How can South Florida’s business and civic leaders move beyond symbolic support to create sustained, measurable impact yearround?

Heaton: Mission United has long been the convener of veteran resources in Broward County. We need greater collaboration from business and civic leaders to take a seat at the table, help build strategy, secure funding, and take action so we can move the needle on the issues that impact our veterans most.

If you could ask the region’s CEOs and policymakers for one concrete action in the next 12 months, what would it be?

Moss: Have a representative from your business meet with a representative of Mission United to learn about our work and explore ways to become actively involved in assisting veterans and their families.

Heaton: We also welcome legislators and CEOs to tour our Veterans Resource Center to see firsthand what Mission United is doing every day to help veterans succeed.

Founded in 2013, MISSION UNITED now serves as a model replicated by more than 30 United Ways nationwide. Its success is rooted in collaboration among business, government, and nonprofit partners working together to strengthen the community for those who have served it. unitedwaybroward.org/mission-united

United Way Volunteers

FUNDING THE FUTURE

Strategic philanthropy for South Florida’s next generation.

■ BY JESSICA GRAVES

elley Morris, President of the Memorial and Joe DiMaggio Children’s Hospital Foundations, leads the philanthropic strategy behind one of South Florida’s most critical healthcare networks. With more than 25 years in healthcare philanthropy, including senior roles at Cedars-Sinai Medical Center, City of Hope, and Phoenix Children’s Hospital Foundation, she brings national perspective to advancing pediatric care in the region. As healthcare delivery and wealth strategy grow more complex, the role of philanthropy is becoming more sophisticated. Morris explains how that evolution is reshaping giving in South Florida.

SFBW: You’ve led philanthropy across major health systems. What’s the biggest shift you’ve seen in how people want to give?

Morris: People no longer want to simply write a check. They want impact. Today’s donors are informed and intentional. They expect transparency, measurable outcomes, and a clear connection between their generosity and meaningful change. That shift shapes how we lead. We prioritize mission, relationships, and consistent communication of

results. When donors see the difference their philanthropy makes, engagement deepens.

SFBW: Many high-net-worth individuals don’t fully understand how philanthropy can align with financial planning. What should families be considering beyond one-time gifts?

Morris: Strategic philanthropic planning begins with clarity around goals and legacy. From there, we align the right assets to achieve both.

While bequests and beneficiary designations remain common, a range of vehicles can align generosity with tax efficiency. Life-income arrangements such as charitable remainder trusts or charitable gift annuities can provide income streams while offering potential tax advantages. Gifts of appreciated securities or real estate can help donors avoid capital gains while maximizing impact.

Donor-advised funds also continue to gain traction, allowing individuals to make a significant contribution upfront and distribute grants over time within a broader financial strategy.

As the largest wealth transfer in American history accelerates, education is critical. Our role is to help families structure giving that is both meaningful and financially sound.

SFBW: How has legacy giving evolved in recent years?

Morris: Before the pandemic, philanthropic focus leaned heavily toward immediate needs and capital expansion. Today, donors are prioritizing long-term stability.

Endowment and legacy programs ensure institutions remain strong for decades.

Building that durability is a key priority, and it requires articulating a vision that extends well beyond the present moment. Donors want to know their generosity will sustain exceptional pediatric care for generations.

SFBW: What are some lesserknown giving vehicles that deserve more attention?

“AS THE LARGEST WEALTH TRANSFER IN AMERICAN HISTORY ACCELERATES, EDUCATION IS CRITICAL. OUR ROLE IS TO HELP FAMILIES STRUCTURE GIVING THAT IS BOTH MEANINGFUL AND FINANCIALLY SOUND.”

Morris: Beginning in 2026, new tax provisions will allow nonitemizers to deduct up to $1,000 in charitable cash gifts, and $2,000 for couples, expanding participation incentives.

Beneficiary designations from retirement accounts such as IRAs and 401(k)s remain straightforward and often taxefficient, yet naming a charity as the beneficiary of brokerage accounts, mutual funds, or donor-advised funds is still underutilized.

Closely held business interests also present opportunity.

For owners preparing to sell, transferring shares before a binding agreement is in place can create significant tax efficiency, particularly when structured through charitable remainder trusts.

For multigenerational planning, charitable lead trusts can provide annual support to a foundation for a set term, with remaining assets transferring to heirs at a reduced gift-tax cost. It’s a disciplined way to support community health today while facilitating wealth transfer tomorrow.

SFBW: Why does pediatric healthcare philanthropy resonate so strongly in South Florida?

Morris: Pediatric healthcare is deeply personal. Donors see direct impact — access to care, life-saving treatments, specialized programs. The connection is immediate. For business leaders, the case is also practical. Healthy children become healthy adults. That strengthens families, supports the workforce, and reinforces long-term regional stability. In a fast-growing community like South Florida, pediatric healthcare functions as foundational infrastructure.

SFBW: You stepped into this role during a period of growth. What’s next?

Morris: We’re focused on expanding capacity to support innovation and address emerging health needs across the region. Growth isn’t about scale alone; it’s about responsiveness and measurable impact.

For donors, this is an opportunity to align personal legacy goals with community health outcomes — through current gifts, endowment support, or planned strategies that extend well beyond a single lifetime.

Florida Panthers Captain Aleksander “Sasha” Barkov, a longtime supporter of Joe DiMaggio Children’s Hospital, recently joined patients and their families for a special celebration where he announced a significant seven-figure philanthropic gift to the Joe DiMaggio Children’s Hospital Foundation. This exceptional gift will expand pediatric orthopedic and sports medicine services at Joe DiMaggio Children’s Hospital, supporting a program ranked first in the state of Florida by U.S. News & World Report. In recognition of his philanthropic investment and commitment to the

health and recovery of young athletes, Aleksander Barkov’s name has been added to the sports medicine program, now known as the Barkov Sports Medicine Program at Joe DiMaggio Children’s Hospital [U18].

The Barkov Sports Medicine Program [U18] is one of the region’s only comprehensive pediatric sports medicine programs. Its multidisciplinary team includes more than 11 pediatric fellowship-trained orthopedic surgeons and three sports medicine physicians, along with physical therapists and certified athletic

trainers who work collaboratively to provide exceptional care across the full continuum, from emergency injury treatment to rehabilitation, education, injury prevention, and concussion management.

“My relationship with Joe DiMaggio Children’s Hospital is one of the greatest highlights of my life. It is an incredible institution taking care of children in the South Florida community and beyond,” said Sasha Barkov. “I truly appreciate the efforts of the entire medical and administrative staff who work every single day to improve the lives of kids.”

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CAROL SUROWIEC

PARTNER - EISNERAMPER LLP

CAROL.SUROWIEC@EISNERAMPER.COM

786-866-3533

How have you contributed to shaping and supporting your local community?

As a Miami native, I support my community through long-standing philanthropic and professional engagement. For over a decade, I have served on the board of Big Brothers Big Sisters of Miami, contributing to school-to-work programs and local initiatives. Among other organizations, I am active on the Coral Gables Chamber of Commerce Real Estate Commi ee and recently joined CREW (Commercial Real Estate Women). These roles enable me to make a meaningful impact while building strong community and professional relationships.

Can you share a recent project or moment that made you especially proud?

I’m particularly proud of our One Big Beautiful Breakfast series, which my firm sponsored to bring together clients, business leaders, and referral partners for a focused discussion on the One Big Beautiful Bill Act. Its success prompted similar programs across our local and national offices, expanding opportunities for collaboration and information sharing.

What differentiates your organization in an increasingly competitive market?

Our organization is commi ed to delivering excellent services backed by global resources. We build relationships through communication,

transparency, and compliance, tailoring our strategies to each client’s unique needs. This approach enables us to stay ahead in a fast-paced and increasingly complex market.

What is your outlook for EisnerAmper and the industry over the next few years?

I anticipate continued growth for both EisnerAmper and the real estate industry as companies and top talent migrate to South Florida. Demand for development, services, and advisory support remains strong, and our firm’s investment in emerging technologies, including AI, enhances our efficiency and ability to support clients as the market evolves. As the region rapidly expands, we remain commi ed to our clients, and I’m excited about what our creativity and innovation will enable us to achieve in the years ahead.

EisnerAmper is a full-service professional services firm, offering assurance, tax, advisory, outsourcing, and wealth management solutions to help organizations and individuals navigate complexity and achieve growth. With 50 offices worldwide, the firm brings decades of experience and a global perspective to serve a diverse range of industries, from banking and healthcare to technology, real estate, and private equity, among many others.

ANDY CAGNETTA

FOUNDER - TRANSWORLD BUSINESS

ADVISORS OF FLORIDA

5101 NW 21ST AVE., SUITE 300, FORT LAUDERDALE, FL 33309

AC@TWORLD.COM | 754-224-3109

TWORLD.COM

What inspired you to pursue a career in wealth management and financial advising?

Over the past 30 years, I have overseen thousands of business transactions and worked with entrepreneurs at the most pivotal financial moments of their lives. I do not manage money. I focus on the exit event of selling businesses. For most business owners, their company is their largest asset, often representing the majority of their net worth. I saw that many owners spent decades building value but did not properly handle their transition. That value gap in the sale process inspired me. My role is to help them convert that lifetime of work into a successful liquidity event and then coordinate with their wealth managers so the proceeds are deployed strategically.

What is your advice to clients who are worried about market volatility?

Volatility impacts valuations, but preparation ma ers more than headlines. I advise clients to focus on strengthening earnings, reducing operational risk, diversifying customer concentration, and documenting systems well before going to market. At the same time, I work closely with their wealth advisors to understand their broader financial picture so we know what a sale needs to accomplish. When preparation aligns with personal financial goals, timing becomes a strategic decision rather than an emotional reaction to the market or an emergency sale.

What should our readers know about your approach to financial planning?

My approach centers on knowing when it is time: time to grow, time to hold, and time to sell. A successful exit is not just about price. It is about understanding whether your financial goals, lifestyle objectives, and legacy plans have been met. I help clients evaluate readiness from both a business and personal standpoint so that when they decide to sell, it is intentional, strategic, maximizes value, and aligns with the life they want next.

MATT LUCIANI

FOUNDER, HPX PARTNERS

MATT@HPXPARTNERS.COM HPXPARTNERS.COM

1489 W PALMETTO PARK RD, BOCA RATON, FL 33486

What inspired you to launch HPX Partners, and what problem does it solve?

Having spent ten years in employee benefits advisory, I witnessed the steady escalation of group health insurance premiums in the post-Obamacare era. Large enterprises have been able to access exclusive administrative partnerships to overcome these headwinds, but smaller employers have remained exposed to the same pressures, often limited to standardized insurance policies built on rigid pricing structures.

I founded HPX Partners to bring high-impact risk management expertise downmarket, helping midsized organizations apply the same specialized solutions used by Fortune 100 companies to reduce claim volatility and stabilize insurance premiums over the long term.

How does your approach differ from traditional employee benefits brokerage?

Many employers have been conditioned to view group health benefits as a commoditized insurance purchase. HPX rejects that notion. We guide plan sponsors beyond quote comparison and instead focus on managing the underlying costs of medical and pharmacy services directly.

HPX builds custom health plan contracts with highperformance risk controls designed to contain healthcare spending at its source rather than reacting to annual renewals. Our approach is simple: “Don’t compare quotes. Solve for X.”

What organizations benefit most from HPX Partners’ consulting?

Organizations with between 100 and 1,000 plan members operating under traditional health insurance policies tend to benefit most from our process. As insurance markets continue to experience volatility in the post-COVID environment, maintaining stability will depend on adopting strategic solutions that address healthcare spending at its root.

We work with plan sponsors at this inflection point, helping them move beyond an insurance-purchasing mindset toward a more disciplined approach to healthcare supply-chain management.

Since 1926, Seacoast Bank has been providing essential business banking solutions tailored to your unique needs. Whether you’re managing day-today operations or planning for growth, Seacoast Bank supports you with expertise and dedication, helping you achieve your financial goals with confidence.

Michael Lepera EVP, Regional Market President, South Florida

1.What sets Seacoast Bank apart in the South Florida market?

South Florida is one of the most dynamic business environments in the country. What sets Seacoast apart is our ability to combine the strength and scale of a full-service commercial bank with the responsiveness of local leadership. Decisions are made close to the client by people who live and work here, so we understand the ins and outs of this market. That lets us offer tailored financial solutions and build long-term relationships grounded in trust.

2.What are you seeing from business owners across the region right now?

The dialogue has shifted to center on strategic growth and future transition planning. Business owners are thinking hard about where to put their capital. Some are expanding into new locations. Others are working through ownership transitions or succession plans. Across the board, more clients are asking us to take a closer look at their cash flow, not because something is wrong, but because they want to be deliberate about what comes next.

3.How does Seacoast support companies at different stages of growth?

A company doing $5 million in revenue has very different banking needs than one doing $250 million. For a growing business, the priority might be a working capital line and getting treasury management set up so they're not leaving money on the table. For a more established company, we might be structuring a commercial real estate loan or putting together an asset-based facility. The through-line is that we assign experienced bankers who actually know the client's industry, not generalists reading from a playbook.

4.Why is local leadership important in commercial banking?

Local leadership matters because business is personal. When you're making a big financial decision, you want a banker who will sit across the table from you, not someone you've never met approving your loan from a regional office. Our South Florida leadership team is deeply involved in the community, active with local chambers and nonprofit boards. That closeness strengthens our perspective and keeps us committed to helping businesses and the broader community grow.

5.What is your vision for Seacoast’s continued growth in South Florida?

We're building for the long run. South Florida constantly welcomes new businesses and entrepreneurs, and we want to be the bank they grow with, not just the bank they start with. That means hiring experienced bankers who know this region, expanding our lending and treasury capabilities, and staying focused on the kind of client relationships where both sides are better off five years from now.

MEET THE TEAM

Ilian Obregon EVP, Miami-Dade Market President

J.C. Perrin EVP, Palm Beach Market President

Jason Aube SVP, Sr. Community Bank Director

Malcolm Brown SVP, Wealth Advisor

Brad Brooks SVP, Head of Treasury Management Sales

The Wealth Gap: Why the Modern Entrepreneur is Moving Beyond Traditional Asset Management

For the business owner who has spent a career navigating the complexities of the private markets, the transition to “passive” wealth management often feels like an uncomfortable fit. Most institutional firms are designed for the masses—built to gather assets and manage them toward a mean. Many entrepreneurs seek approaches beyond traditional 60/40 allocations, which may not reflect their preference for broader private markets exposure.

This demographic often finds itself in a “no-man’s land”: too large for retail banking, yet not quite at the scale where a dedicated, single-family office is economically viable.

This is the gap that Sundial was built to bridge.

A Partnership of Operators

Founded in 2022 by a veteran of the institutional hedge fund world and a successful serial entrepreneur, Sundial was born from a simple realization: We believe that some attractive opportunities can exist in areas large institutions may not prioritize.

Sundial does not view wealth through the lens of a traditional brokerage. Instead, it operates as an integrated alternative investment house and multi-family office. Our approach prioritizes alignment of interests and selective investing rather than broad asset accumulation.

The Power of the Integrated Ecosystem

Sundial operates as an umbrella for a sophisticated ecosystem of specialized firms, allowing families to access a diversified array of private market strategies under one roof:

• Private Equity & Business Acquisition: Sundial focuses on the oftenoverlooked “micro-market.” By targeting resilient, cash-flowing B2B firms during the largest generational transfer of wealth in history, they look for opportunities to scale and professionalize assets that are too small for large private equity firms but too complex for individual buyers.

• Real Estate Strategies: The firm targets value-add properties in high-growth, supply-constrained markets. By focusing on mispriced complexity and direct ownership, they aim to build resilient portfolios that are untethered from the volatility of public REITs.

• Systematic Liquid Strategies: To balance the illiquidity of private investments, the ecosystem utilizes disciplined, rules-based equity strategies designed to protect capital during market turbulence.

The Sundial Multi-Family Office serves as a strategic command center for these families. Because a high-net-worth balance sheet is about more than just investment returns, the ecosystem includes Sundial Advisory, a dedicated tax and accounting firm.

Redefining the Second Act

For the entrepreneur, the goal isn’t just to “retire” from business—it’s to apply the same rigor and discipline to their capital as they did to their company. Sundial provides the platform, the diligence, and the community to make that possible.

In a world where standardized advice is the norm, Sundial offers an alternative: a seat at the table with fellow operators who believe in patience, compounding, and the value of “dirty fingernails.”

Is your wealth being managed with the same intensity you used to create it?

To learn more about the philosophy behind the Member Family model and to explore the strategic advantages of an integrated family office, visit sundial.io to request an invitation-only discovery call. Availability is limited to ensure adequate time for each conversation.

This material is for informational purposes only and does not constitute an offer to sell or a solicitation to buy any securities. Past performance is not indicative of future results. Private market investing involves meaningful risks, including illiquidity, operational and market uncertainty, and the potential for loss of capital. These strategies are not suitable for all investors, and

2026 HR AWARDS

2026 Excellence in Human Resources Awards

Celebrating leadership, culture, and the professionals shaping South Florida’s workforce and regional impact across South Florida.

On MARCH 5, , South Florida’s business community gathered at the Sport of Kings Theater at Gulfstream Park for the 11th Annual Excellence in Human Resources Awards, South Florida Business & Wealth’s annual recognition of the leaders who help organizations grow from the inside out. The event brought together executives, honorees, and community partners for an evening that highlighted the essential role HR plays in building strong companies across the region. Many awards programs focus on revenue, growth, or titles. The Excellence in Human Resources Awards recognizes something different: the people responsible for culture, stability, and long-term success. This year’s honorees have spent their careers fostering workplace environments that support employees while guiding strategic planning, promoting diversity and inclusion, strengthening employee relations, and ensuring

businesses can a ract and retain top talent in one of the most competitive markets in the country.

The energy in the room reflected the strength of South Florida’s business community, with live performances by Alexander Star and Jon Saxx adding to a celebration defined as much by connection as recognition. Like SFBW’s leadership programs, the event serves as a convening point where executives from different industries and counties come together, reinforcing the relationships that help drive the region forward, a hallmark of the publication’s awards programs.

The 2026 program was presented with the support of Title Sponsor StevenDouglas, with Silver Sponsors Seacoast Bank, PeoPayGo, OCMI, and Recovery Unplugged, Sapphire Sponsors Norwegian Cruise Line Holdings and BrightStar Credit Union, and Emerald Sponsors TMF Plastic Solutions, Dealer Services Network, Acclarity Group, and Segpay. Additional support was provided

PRESENTING SPONSOR 2026

SPORT OF KINGS THEATER, GULFSTREAM PARK

THURSDAY, MARCH 5, 2026 | 5:30PM

2026 HUMAN RESOURCES AWARDS

Architect of Culture

In 2026, the role of human resources has never been more visible or more vital.

HR leaders are navigating rapid technological advancement, evolving workforce expectations, competitive talent markets, and a renewed demand for meaningful culture. They balance innovation with empathy, analytics with instinct, and growth with retention. Their work does not simply support the business. It defines it.

At South Florida Business & Wealth, we believe the professionals shaping workplace strategy are shaping the future of our region’s economy. That belief brings us together for our annual HR Awards, an evening dedicated to celebrating the individuals who power organizational success from within.

Behind every thriving company is a team that feels supported and inspired. That environment is built intentionally by leaders who understand that culture is a competitive advantage and that people are an organization’s greatest asset. Our honorees represent the very best of that leadership. They are driving transformation, strengthening engagement, and positioning their organizations to lead in an increasingly complex business climate.

This celebration would not be possible without the support of our valued partners. We extend our sincere appreciation to our Presenting Sponsor, StevenDouglas, whose commitment to advancing talent across South Florida reflects the spirit of these awards. Thank you as well to our Silver Sponsors, Seacoast Bank, PeoPayGo, OCMI, and Recovery Unplugged, for supporting a program that honors the professionals fueling growth throughout our community.

To this year’s honorees, your influence extends far beyond policy and process. You are shaping cultures, guiding leadership, and building workplaces where people and performance thrive together.

Tonight, we celebrate you — the true architects of culture.

Sincerely,

Jessica Graves Editor-in-Chief Lifestyle Media Group

THANK YOU TO OUR SPONSORS

PRESENTING SPONSOR

SILVER SPONSORS

SAPPHIRE SPONSORS

EMERALD SPONSORS

PARTNER SPONSOR ENTERTAINMENT PARTNER

JENILSA CASTILLO, SHRM-CP

Vice President, Human resources, segPay

Jenilsa Castillo is the Founder of HR Capital Advisors, where she partners with organizations to deliver strategic HR solutions that drive sustainable growth, operational excellence, and high-performance cultures. With more than 15 years of progressive HR leadership experience, she brings executive expertise in talent strategy, organizational development, workforce planning, and culture transformation across diverse industries.

In addition to leading her consulting practice, she serves as Vice President of Human Resources at Segpay, overseeing HR operations across a global organization. She collaborates with executive leadership to align people strategy with business objectives, guiding organizational design, leadership development, compliance, and scalable infrastructure to support long-term success. Jenilsa is recognized for building high-impact HR departments and implementing data-driven systems that evolve with growth. From strengthening total rewards strategies to optimizing HRIS, performance management, and succession planning frameworks, she develops structured people operations that enhance culture, accountability, retention, and performance.

She holds a Master of Science in Human Resource Management and is a SHRM Certified Professional (SHRMCP). She serves as President-Elect of SHRM Palm Beach County and supports Junior Achievement of South Florida’s Circle of Wise Women.

OLIVIA KIRCHMAN

sVP, Human resources manager, seacoast Bank

Olivia is an SVP and Human Resource Manager with more than a decade of experience. Olivia oversees complex functions across Risk, Audit, Finance, Accounting, Facilities, Wealth Management, and Global Banking. Her responsibilities span across strategic planning, organizational design, talent selection, talent development, performance management, and associate relations. Olivia leads the bank’s associate engagement strategy and has positioned Seacoast to earn recognition from Fortune Magazine, Inc. Magazine, American Banker, Great Place to Work, along with many local Best Places to Work designations across Florida. These designations have positioned the bank as a world class organization with high engagement scores that surpass those of industry standard. Olivia has played a key role in eight organizational integrations. Along with playing a key role in two recent integrations that brought nearly 500 new associates into the organization, representing a 29% increase in workforce size. These efforts achieved an 89% placement rate and an offer acceptance rate exceeding 100%. Olivia is a great advocate for advancing women in the workplace, she serves on the steering committee for Seacoast’s Women Mean Business Associate Resource Group. Her work and the contributions of WMB directly supported Seacoast being named a Fortune Best Workplaces for Women™ for a third year. She holds a Master of Business Administration from the University of Florida.

aVP of organizational deVeloPment, BrigHtstar credit union

Ricardo Acosta is the Assistant Vice President of Organizational Development at BrightStar Credit Union, where he leads organizational initiatives focused on employee experience, culture, and talent development. His work centers on ensuring employees feel informed, supported, and empowered. Ricardo is the driving force behind the Bright Service Annual Conference, an immersive experience designed to connect employees to purpose, reinforce service excellence, and celebrate the people who bring BrightStar’s values to life. Under his leadership, the conference has evolved into a meaningful platform for learning, recognition, and shared connection—bringing together employees from across the organization to align around what Bright Service truly means in action. He also plays a key role in leading employee engagement and change management efforts for BrightStar’s core conversion, championing the “Core Conversion Warriors” theme. This approach reframes change as a collective journey—one that honors resilience, teamwork, and the frontline and back office employees who power through complexity to deliver for members every day. Through thoughtful communication, intentional training, and a strong focus on culture, Ricardo is committed to creating experiences that help employees thrive, adapt, and take pride in the impact they make on members and each other.

SYRETTA BOWIE

sr. director, executiVe comPensation and gloBal comPensation strategy, encore caPital grouP

Syretta Bowie serves as the Center of Excellence for Encore and its subsidiaries, providing consultation on global compensation best practices, including market trends and program development. She offers indirect oversight to business unit compensation teams and partners with them to define Encore’s global compensation strategy, ensuring programs are competitive, sustainable, scalable, and aligned with both short- and long-term company performance. She is a key partner to the Compensation Committee of the Board of Directors, executive leadership, HR, management, and external vendors in building marketcompetitive compensation programs that attract and retain top talent. Previously, Syretta served as Head of Compensation for Chewy and as Vice President of Executive Compensation, Global Mobility, and Analytics at RR Donnelley. She has also held senior leadership roles overseeing compensation, benefits, HR systems, workforce analytics, and global mobility at MEDNAX Health Solutions (now Pediatrix), Carnival Cruise Lines, and Office Depot. Syretta holds a bachelor’s degree in Interdepartmental Communications and a master’s degree in Organizational Psychology, with a focus on quantitative methods, from Elmhurst University in Elmhurst, Illinois.

SOFI WADE

cHief PeoPle officer, acclarity grouP Sofi Wade, SHRM-SCP, is the Chief People Officer of Acclarity, where she leads Human Resources, Talent Acquisition, Organizational Development, Employee Relations, Executive Development, and Compensation & Benefits for a 150+ person, high-growth accounting and finance consulting firm. With more than 20 years of experience, Sofi is known for building people strategies that scale with the business while keeping culture and performance aligned.

Her career began in Operations Management at Target Distribution, where she spent a decade leading teams in one of retail’s most demanding frontline environments. There, she discovered her passion for developing people and helping leaders thrive, which led her into HR, shaping talent and leadership programs. She later brought that expertise to Lennar as Corporate HR Vice President, building enterprisewide HR initiatives and designing employee experiences that put people first while driving results. At Acclarity, Sofi has helped align seven companies into one unified organization, creating the talent, performance, and engagement systems needed to support growth and client success. Known for being calm under pressure, courageous, and strategic, she brings executive presence and a culture-first lens to every transformation. Grounded by her father’s words — “Keep your head up, there’s no air down there” — Sofi leads with optimism, resilience, and an unwavering belief in progress.

Olivia Kirchman Senior Vice President, Human Resources Manager

Seacoast Bank proudly congratulates Olivia Kirchman, Senior Vice President, Human Resources Manager, on receiving this prestigious award.

Seacoast Bank: Living, working and investing in our local communities since 1926.

SAHILY HERNANDEZ

Human resources manager and recruiter, Hoffer Pest solutions

Sahily Hernandez is an accomplished HR professional with a proven track record of building strong workplace cultures, driving employee engagement, and implementing effective HR strategies. She began her career at Audacy Radio as an HR Assistant, where she quickly developed a passion for supporting employees and optimizing HR operations. Sahily expanded her expertise in the hospitality industry, serving as Area Human Resources Manager, where she led multiple locations in talent acquisition, employee relations, and organizational development. Her experience managing diverse teams in fast-paced environments strengthened her ability to create programs that support both employees and business goals. Currently serving as Human Resources Manager / Recruiter at Hoffer Pest Solutions, Sahily oversees all facets of HR, from recruiting top talent and managing employee relations to developing policies and promoting a positive workplace culture. She is recognized for her ability to balance operational excellence with a peoplefirst approach, ensuring employees feel valued and empowered. Sahily’s career reflects a commitment to continuous learning, mentorship, and fostering inclusive, high-performing teams. Her dedication to HR excellence has earned her recognition as part of South Florida Business & Wealth’s 2026 Excellence in Human Resources Awards.

ROCIO HERNANDEZ

Head of PeoPle oPerations, iPc

Rocio Hernandez is a dynamic Human Resources leader at Independent Purchasing Cooperative (IPC). She joined IPC in September 2023 as Head of People Operations, bringing extensive experience from national brands including HBO, BDO, and the Miami Marlins. Prior to IPC, she served as HR Director for the local MLB team, leading diverse HR functions in the fast-paced sports and entertainment industry. Originally from Cuba and a Miami resident since 2009, Rocio is known for driving performance metrics aligned with business needs. Her background spans HR leadership roles in public accounting and entertainment, where she advised executive teams on change management, organizational assessment, and leveraging HR programs to strengthen effectiveness.

Recognized for her caring yet solution-oriented leadership style, Rocio balances empathy with accountability. She holds a Bachelor’s degree in Psychology and a Master’s in Human Resources Management from Florida International University, where she also served as an administrative coordinator in the HR department. At IPC, Rocio continues to cultivate a culture that supports employees while advancing the organization’s overall success.

dePuty county administrator, Palm BeacH county Board of county commissioners

Tracy brings over 20 years of experience in Human Resources across healthcare, hospitality, technology, and government sectors. She has led all core HR functions, including Benefits, HRIS, Employee Relations, Risk Management, Compensation, Organizational Development, Strategic Planning, Training, Performance Management, Payroll, and Talent Acquisition. Before joining Palm Beach County, Tracy served as Chief Human Resources Officer for the Clerk of the Circuit Court and Comptroller. She also held leadership roles at Hilton Software, where she aligned HR strategy with mission-critical initiatives for Department of Defense and FAA contracts, fostering innovation and talent retention in a high-tech environment. Tracy holds a degree in Healthcare Administration and certifications from Public Sector HR Association (PSHRA) and Society of HR Management (SHRM). She is President of PBC SHRM and a Forbes HR Council member since 2019. In her current role as Deputy County Administrator for Palm Beach County, Tracy oversees Human Resources, Equal Opportunity, Office of Technology and Innovation, Risk Management, Procurement, Ombudsman, and Strategic Planning. She will also oversee agency county relationships with CareerSource, Palm Beach County, and the Florida Department of Health.

CARL MCDONALD

cHief Human resources officer, Broward HealtH nortH

Carl McDonald has over 22 years of human resources experience spanning recruitment, employee relations, employee health and benefits, data analysis and healthcare operations. He serves as Chief Human Resources Officer for Broward Health North, where he oversees daily HR operations for a workforce of more than 1,700 employees. McDonald joined Broward Health in 2004 and has held a range of progressive leadership roles within the organization. He began as an HR associate in the compensation department before broadening his experience in the corporate region as an HR specialist and benefits coordinator. He was later appointed regional HR director at Broward Health Imperial Point and now serves in his current role at Broward Health North. In addition, McDonald also gained valuable experience at Cleveland Clinic Florida. Since 2013, McDonald has been an active member of the American Society for Healthcare Human Resources Administration. He served two terms as president of the board of directors and, in 2023, held the role of immediate past president. McDonald earned a Bachelor’s Degree in Communication Arts from Defiance College and a Master’s Degree in Human Resources Management from Nova Southeastern University in Florida. He holds a Professional in Human Resources and SHRM Certified Professional credentials.

KATIE KATO

aVP, Human resources, HealtH care district of Palm BeacH county Katie I. Kato, M.Ed., SPHR, SHRM-SCP has thirty-eight+ years of human resources experience serving in senior leadership roles within the hospital & healthcare industry. Katie currently serves as the AVP, HR for the Health Care District of Palm Beach County. Prior to that, she was the Chief Human Resources Officer for Broward Health – Coral Springs as well as the Senior Vice President-Human Resources/Chief Human Resources Officer for Promise Healthcare/ Success Healthcare. She’s also been the VP, HR with several HCA sites including HCA Palms West Hospital. Since 2008, Katie also serves as the President/Chief Human Resources Strategist for her own company, The Human Resources Factor, LLC, where she provides human resources consulting services. Throughout her entire career, Katie has served on the Leadership Boards of multiple SHRM Chapters including being the ‘2023-2024 President’ of Palm Beach County SHRM and was selected as the ‘2024 HR Professional of the Year’. Katie received both her Bachelor’s and Master’s Degrees from the University of Florida and is lifetime certified as a Senior Professional in Human Resources (SPHR) & a Senior Certified Professional (SHRM-SCP). Katie is also currently teaching the SHRM PBC Certification class to advance the HR profession.

Human resources Business Partner, calder casino

Danille Castro is an accomplished Human Resources professional with over a decade of experience supporting teams, leaders, and organizations through thoughtful, people-centered practices. She has built a reputation as a trusted partner who works behind the scenes to ensure employees feel heard, supported, and empowered to succeed.

With expertise in talent acquisition, HR operations, employee engagement, and workforce support, Danille plays a key role in strengthening workplace culture and enhancing the employee experience. She thrives in collaborative environments, partnering with leadership and cross-functional teams to implement processes that align people strategies with business goals. Her approach is grounded in empathy, integrity, and a strong commitment to service.

Colleagues value Danille for her reliability, insight, and ability to navigate complex challenges with professionalism and care. Whether guiding employees through pivotal career moments or supporting organizational initiatives, she brings steady focus and authenticity to her work. Driven by a passion for helping others grow, Danille continues to make a meaningful impact by championing inclusive practices and fostering environments where individuals and teams perform at their best.

2026 HUMAN RESOURCES AWARDS

director of PeoPle serVices, Pier sixty-six resort

Katherine Saborit, PHR is an accomplished human resources executive and proud South Florida native raised in a family that instilled a deep appreciation for the hospitality industry and the people who make it exceptional. Her path in hospitality began at the iconic Doral Golf Resort with KSL, laying a strong foundation for a career defined by leadership and service.

Katherine holds a Master of Science in Human Resources Development from Florida International University and has served in senior HR roles with respected luxury brands, including Four Seasons Hotels and Resorts, The Setai South Beach, Sofitel Luxury Hotels and Resorts, Accor, W South Beach, and as Director of Human Resources at The St. Regis Bal Harbour Resort, one of South Florida’s most esteemed luxury destinations. As Director of People Services at Pier Sixty-Six, she leads strategic talent development, employee engagement, and culture initiatives that drive connection and performance across the organization. Katherine’s leadership blends traditional HR excellence with innovative, people-centered practices. Known for building highperforming teams and fostering environments where associates thrive, Katherine continues to elevate the hospitality workforce with integrity, heart, and expertise.

corPorate director of Human resources, tHe las olas comPany, inc./riVerside Hotel

Sandra is a seasoned Human Resources professional with over 40 years of experience in developing and implementing effective HR strategies. She has held executive-level positions in various organizations in our tri-county area, including her current role as Corporate Director of Human Resources at The Las Olas Company/ Riverside Hotel. Sandra specializes in training and development, performance management, talent management, benefit administration and compensation. While serving as the Human Resources leader throughout her career she has implemented strategies which significantly reduced employee turnover and implemented innovate programs. Her leadership consistently resulted in increased productivity and improved employee satisfaction. An active community leader, Sandra continues to contribute to organizations like Habitat for Humanity, the Juvenile Diabetes Research Foundation, Junior Achievement and working with students with disabilities. Her achievements have earned her numerous awards throughout the years. Sandra is committed to fostering a positive workplace culture and driving organizational success.

SHERLINE LEXIME

director of Human resources, Hilton fort lauderdale marina

Sherline Lexime is a visionary human resources leader with more than 12 years of experience across the nonprofit, retail, and hospitality sectors. As Director of Human Resources at the Hilton Fort Lauderdale Marina, she is recognized for her resilience, adaptability, and commitment to leading with both heart and strategy.

She has guided the hotel through significant change, including senior leadership transitions and its first union contract. Known for handling complex and sensitive matters with tact and fairness, Sherline ensures all parties feel heard and respected. Team members value her empathy, accessibility, and steady guidance, particularly during times of transition.

Sherline maintains business continuity while embracing added responsibilities with professionalism.

She holds a Bachelor’s degree in Hospitality Management from Johnson & Wales University, a Juris Master from Florida State University College of Law, and both PHR and SHRM-CP certifications.

A collaborative leader in labor and employee relations, she partners with union leadership to align goals and resolve workplace matters constructively. She works closely with executive teams to align talent and labor strategies with organizational objectives. Sherline also serves on the boards of Propelling Into Triumph and Morebility and mentors South Florida high school students, helping inspire the next generation of hospitality leaders.

JEANNETTE DELGADO

VP, Human resources, gemaire distriButors llc

Jeannette Delgado serves as Vice President of Human Resources at Gemaire Distributors, where she leads people-centered strategies that strengthen culture, performance, and engagement. With expertise in Total Rewards, Compensation, and strategic HR operations, she brings a practical, business-driven approach to aligning talent strategy with organizational goals to support growth and longterm sustainability.

Throughout her career, Jeannette has been a trusted partner to executive leadership, guiding organizations through growth, transformation, and complex workforce initiatives. She is known for fostering engagement, building trust, and implementing equitable, transparent HR practices that support both employees and business objectives. She believes Human Resources is both a strategic driver of success and the heart of an organization.

Prior to joining Gemaire, Jeannette served as Chief Human Resources Officer for ABB Optical Group in Coral Springs. She also held senior leadership roles at BankUnited, Spherion Corporation, and Ryder System, Inc., where she worked for 18 years building deep expertise in compensation, benefits, and workforce strategy.

Jeannette earned her MBA from Barry University and her BBA from Florida International University.

INSURANCE

HEATHER HABERMAN

VP of Human resources, total warranty serVices, inc Heather Haberman is a strategic HR leader with more than 20 years of experience shaping people-first cultures across diverse industries. As Vice President of Human Resources at Total Warranty Services, she drives organizational growth by aligning talent strategies with the company’s mission to deliver tailored automotive finance and insurance solutions. Previously, as a key executive and Senior Director of Human Resources at WAI Global, Haberman combined deep expertise across automotive services, consumer goods, distribution, and fast food to navigate complex workforce challenges and scale operations effectively.

A graduate of Purdue University with a bachelor’s degree in management and a minor in Human Resources, Haberman is passionate about building workplaces where people thrive and innovation prospers—transforming HR from a support function into a strategic business advantage.

2026 HUMAN RESOURCES AWARDS

MAGALI JARRIN

Head of Human resources for miami, Puerto rico & latin america, w.r. Berkley insurance, Brickell Magali is a seasoned Human Resources leader with domestic and international experience and is valued as a trusted advisor/ business partner for Fortune 500 global companies in the areas of HR, Talent Management, Employee Relations and facilitation, all of which have resulted in a positive impact on the company’s bottom line. Magali is the Head of HR for LatAm for WR Berkley Corporation. Previously she held senior HR roles at HBO, Emerson Electric, Chubb, Global Crossing, VISA and Colgate Palmolive. Magali holds a master’s degree in counseling from New York University, a bachelor’s in psychology from the Catholic University of Ecuador and is a Fulbright awardee. She is accredited with several certifications and assessment tools. She served as the 2010 GMSHRM Chapter President and today she volunteers as member of the Ethics Committee. She is fully bilingual in English/ Spanish and has working knowledge of Portuguese. She has worked in different countries and is fully bi-cultural. In her free time, she loves to travel with her husband and children.

CAMILLE WRIGHT

Human resources director, life extension

Camille Wright is a transformational human resources executive and people strategist recognized for driving enterprise wide people strategies that accelerate business performance, strengthen culture, and enable organizational growth. She partners closely with executive leadership to align talent, operations, and culture with long term business objectives. With experience leading HR in large, complex, and fast growth environments, Camille is known for building scalable infrastructure, advancing digital and data-driven HR transformation, and delivering workforce strategies that produce measurable impact. Her work consistently elevates organizational effectiveness, strengthens leadership capability, and enhances the employee experience. Camille’s leadership philosophy centers on developing high performing leaders, unlocking individual and team potential, and fostering cultures where accountability, belonging, and results coexist. Her ability to translate business strategy into people solutions has positioned her as a trusted advisor to executive teams and a champion for sustainable organizational success.

RULEE SCHULTZ

Head of Human resources and safety, tmf Plastics

Rulee is a seasoned Human Resources and Safety executive with over 20 years of experience leading people, culture, and compliance initiatives across multi-site manufacturing organizations. Known for her steady leadership and results-driven approach, she serves as a strategic partner to executive teams while maintaining a focus on employee advocacy, workplace safety, and operational excellence. Throughout her career, Rulee has led HR transformation efforts spanning talent development, employee relations, compliance, safety programs, and organizational effectiveness. She has a proven record of building scalable systems, strengthening leadership accountability, and aligning people strategies with business objectives in fast-paced, cost-sensitive manufacturing environments. In addition to corporate leadership, Rulee is a certified life coach, author, and creator of The Breaking Straw, an HR workbook helping leaders build resilience, set boundaries, and navigate professional pressures. She is also the author of Rulzyalife – Ignite Your Inner Fire, focused on purpose-driven leadership and personal growth. Active in her community and church, Rulee supports food banks and provides HR résumé and interview coaching. Recognized among South Florida’s distinguished HR leaders, she remains committed to advancing the profession through integrity, service, and people-centered leadership.

LISA WESTENBERGER

VP PeoPle & culture, site imPact

Lisa Westenberger is a strategic human resources executive with more than 20 years of experience building high performing, people centered organizations. As Vice President of People & Culture at Site Impact, she leads HR strategy across talent acquisition, leadership development, total rewards, performance management, and employee engagement. She partners closely with executive leadership to align talent strategy with business goals while strengthening culture and accountability across the organization. Lisa has led large scale HR transformations, implemented modern systems, and designed programs that improve engagement, performance, and retention. She is known for her data informed mindset, practical leadership approach, and ability to balance operational rigor with genuine care for people. She thrives in collaborative environments, mentors rising HR professionals, and champions initiatives that elevate the employee experience. Lisa’s commitment to excellence and authentic leadership style make her a respected and trusted voice within the HR community.

EMILIA HYPPOLITE

cHief Human resources officer at Broward PartnersHiP

Since joining Broward Partnership for the Homeless in 2019, Emilia Hyppolite has become a trusted force behind the organization’s growth and culture. Through a period of expansion and operational evolution, she strengthened internal systems while championing a workplace grounded in respect, collaboration, and mission-driven service. Emilia understands that strong organizations are built by investing in people and leading with consistency, care, and accountability. Bringing experience in human resources and office management across the education sector and private industry, Emilia joined BPHI at a pivotal moment. As the organization expanded, so did her leadership. In 2024, she was appointed Chief Human Resources Officer, a testament to her institutional knowledge, steady guidance, and commitment to staff and mission.

Among her contributions, Emilia led the implementation of a comprehensive emotional intelligence training initiative for all staff—an investment that strengthened communication, elevated morale, and fostered a more connected workplace culture. Widely respected for her practical, inclusive, and people-centered leadership style, Emilia is a trusted executive partner and advocate for staff. Her impact makes her a deserving recipient of the South Florida Business & Wealth Excellence in HR Award.

VIVIANA SANTISTEBAN

Vice President of Human resources, goodwill industries of soutH florida Viviana Santisteban is a bilingual senior human resources leader with experience across nonprofit, hospitality, and multinational environments. She has held senior HR roles, partnering with executive teams to design and implement people strategies across the United States, Latin America, and Europe. Viviana has led HR operations in complex, geographically dispersed organizations, reducing turnover, strengthening engagement, and improving operational effectiveness. She has driven HRIS implementations, modernized performance management systems, and ensured compliance across diverse regulatory landscapes. Her ability to balance strategic vision with execution enables organizations to align talent practices with business objectives while maintaining employeecentered cultures. Early in her career, Viviana built a foundation in hospitality and service-driven environments, shaping her peoplefirst leadership approach and operational discipline.

Today, as Vice President of Human Resources for Goodwill Industries, she leverages her global perspective and expertise to drive workforce transformation and organizational sustainability. Recognized for thoughtful leadership and measurable impact, Viviana is regarded as a trusted advisor and change leader, committed to fostering high-performance cultures through continuous improvement and inclusive practices.

MEGAN FILOON

cHief PeoPle officer, tBc corPoration

Megan Filoon is the chief people officer for Palm Beach Gardensbased TBC Corporation (TBC), a leader in the mobility industry and one of North America’s largest marketers of automotive replacement tires through wholesale and franchise operations. She has been with TBC since January 2021, assuming the chief human resources officer role in November of 2021. She oversees human resources functions for all of TBC’s domestic and international business units. Ms. Filoon is a board member of the American Heart Association and a member of the Titus Center for Franchising Advisory Board. She was a co-chair for the American Heart Association’s 2024 Palm Beach County Heart Walk and will co-chair the event again in 2026. She holds a Bachelor of Science degree in behavioral science with a minor in criminal justice from Stockton University and a master’s degree in employment law and human resources management from Nova Southeastern University.

CHRISTINE CROMARTIE

Human resources director, insPected

Christine is a strategic, results-driven Human Resources leader with more than fifteen years of progressive experience across all core HR functions. She specializes in supporting small- to mid-sized and high-growth organizations, partnering closely with executive leadership to build scalable people strategies and HR infrastructures that evolve alongside business growth.

As Human Resources Director at Inspected, Christine reports directly to the CEO and leads the company’s people and culture strategy. She focuses on strengthening organizational culture, enhancing talent acquisition, ensuring compliance, and implementing scalable processes that support sustainable growth and operational excellence.

Throughout her career, Christine has reduced employee turnover, led compliance audits with zero findings, implemented performance management frameworks, and improved recruitment efficiency to support expanding teams. She brings expertise in employee relations, multistate employment law compliance, benefits administration, full-cycle recruitment, compensation strategy, succession planning, and workforce development.

Christine holds a Master of Science in Human Resources Management from Florida International University and a Bachelor of Science in Biology from Barry University.

MELISSA SPILLER

Vice President of Human resources, dealer serVices network

Melissa Spiller is a seasoned Human Resources executive with more than 20 years of progressive experience leading HR strategy, compliance, and organizational development initiatives. She earned her Bachelor of Science in Business Administration from Southern Illinois University Edwardsville and holds both the Professional in Human Resources (PHR) and SHRM Certified Professional (SHRM-CP) credentials. Throughout her career, Melissa has partnered with executive and operational leadership teams to design and implement scalable HR infrastructures that support growth and operational excellence. Her expertise includes workforce planning, talent acquisition, compensation and benefits strategy, leave administration, employee relations, and performance management. Melissa is passionate about building high-performing teams, strengthening workplace culture, and aligning HR initiatives with long-term business objectives. She believes that effective people strategies drive measurable results and sustainable success. She resides in Boynton Beach, Florida, with her husband and their two sons, Nikola and Edison.

SOFTWARE DEVELOPMENT

NGOC TANG

Head of resources manager and recruiter, Valsoft corPorationmanos software grouP

Ngoc Tang is a people leader who believes the best workplaces are built on trust, clarity, and real human connection. With more than 17 years of experience across technology, SaaS, life sciences, and media, she serves as Head of Human Resources for Manos Software Group, a Valsoft-owned portfolio, as well as Head of HR for Anju Software. In her roles, Ngoc partners closely with executive leadership and teams across the United States, Europe, and India, supporting organizations through growth, transformation, and moments of meaningful change. She is known for her thoughtful, steady approach to complex global HR challenges and for balancing business priorities with genuine care for the employee experience. Her work spans talent strategy, leadership development, employee engagement, performance management, and M&A integration. Ngoc is especially passionate about building strong managers, creating clear and fair people practices, and fostering cultures where accountability and empathy go hand in hand. She believes HR is most impactful when it is practical, accessible, and rooted in trust. Based in South Florida, Ngoc is an active member of the HR community and is committed to mentoring emerging leaders, sharing knowledge, and advancing modern, people-first HR practices.

TELECOMMUNICATIONS

THIAGO PANICACCI

sVP Human resources, mtn sat Thiago Panicacci, Senior Vice President of Human Resources at MTN, leads global HR operations for the satellite communications company. With almost three decades of experience in the high-tech and retail sectors, he has held leadership roles at major organizations including Accenture, SITA, Novartis, Starbucks, and Wild Fork. Thiago holds a BA from Mackenzie University and a Master’s in HR Management from FGV-SP, specializing in strategic leadership within multicultural operations—a skill sharpened by having lived and worked in three different countries. Currently based in Florida, he focuses on aligning human capital initiatives with global business objectives to foster high-performing, innovative corporate cultures. Beyond his professional achievements, Thiago is a lifelong practitioner of Kung-Fu and Jiu-Jitsu. He is an outdoor enthusiast who enjoys riding his Harley-Davidson and his horses. Above all, he is the proud husband of Gabriela and a devoted father to Noah and Livia.

THANK YOU TO ALL OF OUR SPONSORS & HONOREES, FROM THE

LIFETIME ACHIEVEMENT AWARD

LYNN WHITE EVP People Excellence Transition, Norwegian Cruise Line

Lynn White concludes a distinguished 40-year career spanning public accounting and the global cruise industry, including 34 years in maritime hospitality leadership. Most recently, Lynn served as Executive Vice President and Chief People Excellence Officer for Norwegian Cruise Line Holdings Ltd. (NCLH), where she led the global people function supporting approximately 5,500 shoreside team members and nearly 40,000 shipboard team members. She oversaw the full range of People Excellence disciplines—from talent acquisition through succession planning and retirement—while also guiding the complex logistics required to staff 34 ships. Throughout her tenure, Lynn was instrumental in transforming the people culture at NCLH into a true business partner, grounded in collaboration, trust, and a commitment to people-first decision-making. Prior to NCLH, Lynn held senior leadership roles at Prestige Cruise Holdings, Royal Caribbean International, and Celebrity Cruises, following the start of her career at Price Waterhouse. She is a Certified Public Accountant and holds degrees in Accounting and Tax from Pennsylvania State University and the University of Miami. As Lynn retires, she does so with deep gratitude for the honor of a lifetime—to lead, serve, and advocate for the people of Norwegian Cruise Line Holdings.

Sandy Tagliavia

On being an honoree at the 2026 South Florida Business & Wealth Excellence in Human Resources Awards! Riverside Hotel truly values the leadership, care, and expertise you bring to the team each day. Your commitment to fostering a positive workplace culture and supporting employee growth makes a meaningful impact across our entire organization.

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