SOUTH FLORIDA BUSINESS AND WEALTH THE BUSINESS OF FUN -BUILDING AN ARCADE EMPIRE, ONE PINBALL AT A TIME
A LEGACY CATERING COMPANY UNDERGOES A TRANSFORMATION
TECH TALK - A PLATFORM BUILT FOR BROWARD
AVE MARIA: BUILDING COMMUNITY FOR GENERATIONS TO COME
A LEGACY IN PRINT For Ray Chehata, Business is a Family Affair
SEPTEMBER 2026
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Two to four bedroom homes and five bedroom penthouses in the first stand-alone Waldorf Astoria Residences. From $2.7M. Now 90% sold
2 SFBWMAG.COM | SEPTEMBER 2026
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. 1350 S Ocean Condominium marketed as The Waldorf Astoria Residences Pompano Beach (“Condominium”) is developed by 1350 Pompano Developer, LP (“Developer”). Waldorf Astoria is a registered trademark of Hilton International Holding LLC, an affiliate of Hilton Worldwide Holdings Inc. (together with its affiliates “Hilton”). The Waldorf Astoria Residences Pompano Beach is not owned, developed, or sold by Hilton, and Hilton does not make any representations, warranties, or guaranties whatsoever with respect to the Waldorf Astoria Residences Pompano Beach or the related development project. The Developer uses the Waldorf Astoria brand name and certain Waldorf Astoria trademarks under a limited, non-exclusive, non-transferable license from Hilton, which may be terminated or may expire without renewal, in which event, the Waldorf Astoria Residences Pompano Beach will not use the name Waldorf Astoria. Developer also use the marks of The Related Group and Merrimac Ventures pursuant to license agreements. There is no guarantee of any view nor of any brand name, or proposed amenities, artwork, designers, contributing artists, or interior designers. To learn what is included with purchase and by payment of regular condominium assessments, to understand what amenities require additional fees or payments, and to understand amenities, proposed budget, terms, conditions, specifications, fees, Unit dimensions, and site plans consult the Prospectus of Developer. The complete offering terms for New York residents are in a CPS-12 application available from the offeror at File No. CP24-0050. WARNING TO CALIFORNIA RESIDENTS: The California Department of Real Estate has not inspected, examined, or qualified this offering. This Condominium has been registered with the Massachusetts Board of Registration of Real Estate Brokers and Salespersons F1293-01-01. 2026 © 1350 POMPANO DEVELOPER, LP, with all rights reserved. Rendering courtesy of “The Boundary”.
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A NEW CHAPTER OF Waterfront LIVING Home to a private beach club, exclusive marina and resort-inspired amenities, Icon Beach offers a new way of life on the water. Every day moves effortlessly between shore and sea.
NOW UNDER CONSTRUCTION A Limited Collection of One- to Three-Bedroom Waterfront Homes Schedule your private presentation IconBeachResidences.com | 954.603.0812 4 SFBWMAG.COM | SEPTEMBER 2026
Sales Gallery 3660 South Ocean Drive, Hollywood, Florida 33019
ORAL REPRESENTATIONS CANNOT BE RELIED UPON AS CORRECTLY STATING REPRESENTATIONS OF THE DEVELOPER. FOR CORRECT REPRESENTATIONS, MAKE REFERENCE TO THIS BROCHURE AND TO THE DOCUMENTS REQUIRED BY SECTION 718.503, FLORIDA STATUTES, TO BE FURNISHED BY A DEVELOPER TO A BUYER OR LESSEE. 3724 South Ocean Drive Condominium, a condominium within a portion of a building or within a multiple parcel building (“the Condominium”), is developed by Diplomat Landings Phase 1 Owner, LLC (“the Developer”). These renderings and depictions are conceptual only and are for convenient reference, and include artists’ renderings. They should not be relied upon as representations, express or implied, of the final details of the residences or the Condominium. The Developer expressly reserves the right to make modifications, revisions, and changes it deems desirable in its sole and absolute discretion. All residence features and building amenities are subject to change, including, without limitation, changes in manufacturers, brands, amenities, services, and/or the design team. The Condominium views will vary depending on the unit purchased. No view is guaranteed. This offering is made only by the Developer’s Prospectus for the Condominium. Consult the Developer’s Prospectus for the proposed budget, terms, conditions, specifications, fees, and unit dimensions. Sketches, renderings, or photographs depicting use of space, design, furnishings, lifestyle, amenities, food services, club services, rental services, hosting services, finishes, materials, fixtures, appliances, cabinetry, soffi ts, lighting, countertops, floor plans, or art are proposed only, and the Developer reserves the right to modify or withdraw the same in its sole discretion. No specific view is guaranteed. No specific use of space is guaranteed. Unit owners will be members of the Condominium Association and a Master Association requiring assessment payments to each. Beach Club use requires payment not included in association assessments. Pursuant to license agreements, the Developer has a right to use the trade names, marks, and logos of: (1) Related Group and (2) BH Group, each of which is a licensor. This is not intended to be an offer to sell, or solicitation of an offer to buy, condominium units to residents of any jurisdiction where prohibited by law. 2026 © Diplomat Landings Phase 1 Owner, LLC, with all rights reserved.
SEPTEMBER 2026
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CITY Furniture is now CITY HOME. Your first stop for all things home. We’re expanding with more categories, more solutions, and more services, all designed to make shopping for home easier.
FIND A STORE 6 SFBWMAG.COM | SEPTEMBER 2026
Furniture Mattress
Outdoor Home Decor
Closets & Storage Kitchen & Bath
SEPTEMBER 2026
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DISCOVER BUNGALOW EAST, YOUR COASTAL RETREAT
Three—Four Bedroom Boutique Estates & Penthouses Starting at $2M ORAL REPRESENTATIONS CANNOT BE RELIED UPON AS CORRECTLY STATINGREPRESENTATIONS OF THE DEVELOPER. FOR CORRECT REPRESENTATIONS, MAKEREFERENCE TO THIS BROCHURE AND THE DOCUMENTS REQUIRED BY SECTION 718.503,FLORIDA STATUTES, TO BE FURNISHED BY A DEVELOPER TO A BUYER OR LESSEE. Bungalow East Fort Lauderdale (“Condominium”)is developed by Cheston MM, LLC and Bird Rd, LLC (“Developer”). Renderings, or photographs depicting lifestyle, amenities, foodservices, resort services,
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A LIMITED COLLECTION OF 34-BOUTIQUE COASTAL RESIDENCES STEPS FROM FORT LAUDERDALE BEACH
954.737.6816
Developer. No real estate broker or sales agent (whether engaged by Developer or not) is authorized to make any representations or other statements (verbal or written) regarding the Condominium and no deposits paid to, or other arrangements made with, any real estate broker or agents
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with purchase and by payment of regular assessments and to learn what amenities may require payment of additional fees. The project graphics, renderings, photographs, and text provided herein are copyrighted works owned by the respective developer unless otherwise credited.
EIGHTY YEARS. MILLIONS OF MILES. COUNTLESS MEMORIES. Since day one, we’ve believed that earning your trust is just as important as earning your business. That philosophy has guided every customer interaction and every vehicle we sell. While the cars have changed over the decades, our promise never has... You’re Always Backed by Morse.
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10 S F B W M A G . C O M | S E P T E M B E R 2 0 2 6
SEPTEMBER 2026
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JOIN THE CHAMBER AND GROW YOUR BUSINESS
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INVESTMENT IN YOUR BUSINESS
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SCAN TO APPLY TODAY!
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bscu.org/Charity SEPTEMBER 2026
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TABLE OF CONTENTS
THE FRONT 18 EDITOR’S LETTER 20 NEWS IN BRIEF
Short takes — because time is money.
24 WHY I BUILT IT
A Legacy Catering Company Undergoes a Transformation
28 TECH TALK
Built for Broward
34
30 THE C-SUITE LIFE 100 Years of Excellence: How a legacy law firm continues to thrive in South Florida
THE MIDDLE 34 COVER STORY A Legacy in Print
40 THE BUSINESS OF FUN
Jonathan Demare is building an arcade empire one pinball at a time
44 BUILDING AVE MARIA
Barron Collier Companies CEO Blake Gable remains focused on what comes next
48 A NEW PHASE
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META Development CEO Andrew Rasken on the evolution of South Florida’s condo market
24 THE BACK 52 OP ED
How a Bar Challenge Became a Business Philosophy
54 MONEY MATTERS Before Bankruptcy
56 COMMUNITY CONNECTIONS
ON THE COVER
The Chehata Family Photographed by Eduardo Schneider
SEPTEMBER 2026
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CHIEF EXECUTIVE OFFICER Ray Chehata PUBLISHER Kim Sarni GROUP EDITOR IN CHIEF Laine Doss CREATIVE DIRECTOR Melanie Geronemus Smit ART DIRECTORS
Alexander Hernandez Evelyn Suarez CONTRIBUTING WRITERS
Jesse Scott, Clarissa Buch Zilberman ADVERTISING MARKET MANAGERS
Ben Hamilton, Steve Lederman, Michelle Simon EVENTS Justine Robb OPERATIONS MANAGER Monica St. Omer CHAIRMAN OF THE BOARD Gary Press SFBW HEADQUARTERS
2455 E. Sunrise Blvd. #1112 | Fort Lauderdale, FL 33304 SFBWMAG.COM EDITORIAL CONTACT: ldoss@lmgfl.com ADVERTISING CONTACT: info@lmgfl.com ©2025 Lifestyle Magazines are published by Lifestyle Media Group, all rights reserved. SFBW Magazine is published 10 times, annually. All contents are protected by copyright and may not be reproduced without written consent from the publisher. The advertiser is solely responsible for ad content and holds publisher harmless from any error.
LMG PUBLICATIONS
Las Olas Lifestyle • Boca/Parkland Lifestyle • Weston Lifestyle West Broward Lifestyle • Aventura Lifestyle • Doral Lifestyle South Florida Business & Wealth • Luxe • Charitable
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EDITOR’S LETTER
all in South Florida may not bring changing leaves, but there is still excitement in the air as we gear up for the start of our busy season. This issue of South Florida Business & Wealth feels like a fitting way to start it, with stories about growth, evolution, and legacy. Our cover story features Ray Chehata of Chehata Family Holdings, following his acquisition of our parent company, Lifestyle Media Group. Chehata walks us through his vision for the magazine, as well as what it means to build a legacy. That theme runs throughout this issue. Blake Gable is helping build Ave Maria as a community built from the ground up to serve generations to come. It’s a fascinating look at the long game of real estate — creating the homes, businesses, and infrastructure that ultimately turn a development into a hometown. We also explore the business of fun. Jonathan Demare started with a single arcade during the pandemic. Today, Arcade Time is expanding to dozens of locations, proving that sometimes a business opportunity can begin in the most unlikely circumstances. And legacy doesn’t mean remaining frozen in time. We look at how a longtime South Florida catering company is evolving for a new generation while holding onto the reputation and relationships built over decades. Taken together, these stories offer different versions of the same idea.
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Whether you’re building a company, a community, or simply a place where people can de-stress, success isn’t only about what you create today. It’s about making sure it has somewhere to go tomorrow. As South Florida ramps up for another season, we’re looking forward to seeing what’s next.
—Laine Doss Editor-in-Chief, South Florida Business and Wealth Ldoss@lmgfl.com
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PHOTO CREDIT: BLUE TENT MEDIA
NEWS IN BRIEF
Ombelle Includes the First Equinox in Fort Lauderdale Construction is officially underway on Ombelle Fort Lauderdale, a two-tower luxury condominium project in Flagler Village that will include the first Equinox Fitness Club in Fort Lauderdale. Developed by New York-based Sky Equity Group through its South Florida division, Dependable Equities, Ombelle is slated for completion in 2028 at 300 NE Third Ave. The project recently completed pre-construction test piles, following early work that included soil testing, asphalt removal, and the relocation of mature mango trees. Drilling is now underway. The developer has also committed millions of dollars toward upgrades to aging water and sewer infrastructure in the surrounding area. Designed by ODA Architecture, the 1.6 million-square-foot 20 S F B W M A G . C O M | S E P T E M B E R 2 0 2 6
development will feature two 44-story towers with residences ranging from studios to four-bedroom units and penthouses. Prices start in the $500,000s. Ombelle will offer more than 100,000 square feet of indoor and outdoor amenities, in addition to a 35,000-square-foot Equinox Fitness Club. Plans call for sunrise and sunset pools, yoga and Pilates studios, saunas and steam rooms, a cold plunge, two indoor pickleball courts, golf simulator, mini-golf course, podcast studio, co-working lounge, pet spa and children’s playroom. Ground-floor retail, dining and service businesses are also planned. Douglas Elliman Development Marketing is handling exclusive sales and marketing for the project.
PHOTO CREDIT: THE EASTON GROUP
Easton & Associates Signs Five Doral Leases Totaling 88,260 Square Feet Easton & Associates has completed five new leases totaling 88,260 square feet across two Doral office buildings, as companies expand and relocate within the market. The brokerage division of The Easton Group signed the leases at 8600 NW 36th Street and 2001 NW 107th Avenue. Easton & Associates vice president Andrew Easton represented the landlords in all five transactions. At The Offices of Doral Square, an eight-story building at 8600 NW 36th St. owned by The Easton Group, an undisclosed government agency signed a 36,360-square-foot lease as part of an expansion within Doral. Matt Bittel of Cushman & Wakefield represented the tenant. Global healthcare company Ocasa Life Sciences leased another 9,000 square feet in the building to accommodate recent growth. Reshma and Vishal of Parvani Commercial Real Estate Group represented the company. At 2001 NW 107th Avenue, located within International Corporate Park, clinical research company QPS Miami signed a 33,655-square-foot lease. The company will relocate its operations from South Miami and was represented by Estrella Martin of NuFront International Realty. Two additional tenants signed leases in the four-story building include law firm Angel Leal, P.A. and telecom design and engineering firm SHR. “Leasing remains strong in Doral, where more than 2 million square feet of older office product was redeveloped over the past few years and has not been replaced,” Easton said. Easton added that shrinking inventory has pushed rents higher, although Doral remains more affordable than many
other Miami markets while offering employees greater proximity to where they live.
ANDREW EASTON SEPTEMBER 2026
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Aon has signed a definitive agreement to acquire insurance broker USI from KKR and other shareholders for $17 billion. USI is the 10th-largest U.S. insurance broker, generating approximately $3 billion in annual revenue with more than 10,500 employees across nearly 200 U.S. offices. The company provides property and casualty insurance, employee benefits, personal risk, and retirement solutions. After the transaction closes, USI chairman and CEO Mike Sicard will become president of Aon plc and global CEO of Middle Market. He will report to Aon president and CEO Greg Case and join the company’s executive committee. In a statement, Case said, “Combining with USI will establish the premier U.S. middle-market platform, deepen our context advantage, and position Aon to accelerate organic growth. Building on the success of our acquisition of NFP, USI will substantially enhance our middlemarket footprint and expand access for our firm in the E&S segment to deliver content, capabilities and expertise to a broader client base, while enabling client leaders to expand relationships and win new business. Our combined data platform will generate richer insight, advance the development of innovative, AI-driven solutions and expand the universe of insurable risk, while further reinforcing the context advantage that differentiates Aon. For nearly two decades, Mike Sicard has built and led a high-performing and integrated team, and I am excited about the opportunities we will create together for our clients, colleagues and shareholders.” The transaction has been approved by both companies’ boards and is expected to close in the fourth quarter of 2026, subject to regulatory approvals and other customary conditions.
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PHOTO CREDIT: REGIONS BANK
Aon to Acquire USI Insurance in $17 Billion Deal
Regions Bank Opens New Downtown Fort Lauderdale Financial Center Regions Bank has expanded its presence in Fort Lauderdale with the opening of a new downtown financial center at 150 SE Third Avenue. The 2,560-square-foot facility replaces Regions’ longtime downtown branch and features several of the bank’s services under one roof, including commercial banking, private wealth management, SBA lending, treasury management, and small-business equipment financing. The branch also features personalized financial planning, a walk-up ATM that accepts cash and check deposits, advanced safe deposit boxes and modern meeting spaces. Fort Lauderdale Mayor Dean Trantalis joined Regions executives, business leaders and community partners for a ribbon-cutting celebrating the opening. As part of the event, Regions donated $6,000 to Boys & Girls Clubs of Broward County and contributed school supplies to support programs for local youth. Regions currently operates approximately 270 branches in Florida and has identified the state as a key growth market. The company plans to build 135 to 150 branches across its footprint over the next five years while renovating more than 1,000 existing locations.
Presenting Sponsor
Greater Fort Lauderdale Alliance
Platinum
Alliance Annual Dinner
Gold
Join us as we review 2026 and look ahead to 2027.
Wednesday, October 14, 2026 5:30-8:30 p.m.
Silver Broward County Convention Center Atlantic Ballroom
1950 Eisenhower Blvd., Fort Lauderdale Very limited seating. Register by October 2, 2026. To register, visit www.GFLALliance.org/2026annual
Tickets: $300 members; $350 non-members
bronze
Tables of 10: $3,500 members; $4,000 non-members
For sponsorship opportunities contact: Tania Vinaixa | 954-627-0133 | tvinaixa@gflalliance.org Katelyn Tolzien | 954-524-3116 | ktolzien@gflalliance.org
SEPTEMBER 2026
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WHY I BUILT IT
A Legacy Catering Company Undergoes a Transformation Hugh’s Catering enters a new phase with a refreshed outlook on parties and more ■BY LAINE DOSS
When Anthony Licata
took over Hugh’s Catering, he inherited a South Florida company that had been around since 1979 — and a reputation that, he readily admits, needed some work. “Hugh gave up toward the end,” Licata says.
Rather than pretend otherwise, Licata has spent the past year and a half rebuilding the Oakland Park-based company. He replaced the kitchen staff and sales team, brought in new culinary leadership and purchased a new fleet of vehicles. Now he is tackling another perception problem: the idea that catered food inevitably means chafing dishes, predictable menus and servers walking around with trays. “That’s not what’s happening,” Licata said. Instead, he says clients increasingly want the food and drinks to become part of the entertainment. That has led to a surge in elaborate action stations where dishes and cocktails are prepared or finished in front of guests. At Hugh’s, that might mean a pasta or caviar station, a crème brûlée station where the sugar is torched to order or, for a client who really wants to make an entrance, a 10-foot-tall ice luge dispensing espresso martinis directly into glasses. Another option is a dirty martini station with different vodkas and caviar. “Depending on the budget, we can do anything,” Licata notes. That philosophy extends to the food. Hugh’s doesn’t require clients to 24 S F B W M A G . C O M | S E P T E M B E R 2 0 2 6
select from a handful of predetermined menus. The company’s website offers menus for inspiration, but Licata said events are ultimately built around what the customer wants. The company has created menus encompassing different cuisines, including Indian and German food, and its team advises clients about what will — and sometimes won’t — work for their particular event. “Come with an idea and we’ll walk you through the process,” Licata says. “We’ll let you know how to make that happen.” The goal, he adds, is making sure clients get the best value and experience for their event. The ability to pull those ideas off comes partly from Hugh’s size. The company operates from a 40,000-square-foot facility in Oakland Park and handles weddings, private celebrations and corporate events. Licata said Hugh’s can also execute many events with only seven to 10 days’ notice, although more lead time is always preferable. “We literally do everything,” he said. “The planning, the rentals, the setup, the entertainment — the whole package.” Hugh’s is now expanding further. Licata Hospitality is acquiring Argentelle Catering in Fort Lauderdale’s Flagler Village and plans to enter additional markets.
OPPOSITE: The Hugh’s Catering team. TOP: Anthony Licata RIGHT: A soiree by Hugh’s Catering But some of Hugh’s biggest catering jobs don’t involve celebrations at all. The company has worked with Florida Power & Light during hurricanes since Hurricane Andrew, feeding crews dispatched to restore power. Its disaster-relief work now includes feeding first responders and displaced communities, with the ability to serve up to 5,000 people at a site. Crews can deploy with generators, water and tractor-trailers of food, including to disaster zones outside Florida. Licata said Hugh’s has emergency priority with major food distributors, allowing the company to obtain supplies when communities are under strain. It’s a dramatically different operation from creating an espresso martini ice luge for a party, but Licata sees a common thread. Whether Hugh’s is feeding thousands after a hurricane or torching crème brûlée in front of wedding guests, its job is to take the logistics away from the customer. For Licata, that’s also the simplest way to judge whether an event worked. “If the client can relax,” he said, “that’s success.” SEPTEMBER 2026
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Where Generosity Meets Opportunity Philanthropy Shapes Tomorrow’s Caregivers There is a special program at Cleveland Clinic where learning and livelihood come together. Apprenticeships give people the opportunity to learn while they earn across a handful of career fields, including a philanthropy-funded cardiovascular technician program that teaches them how to assist in capturing images of the heart. Behind every pathway are dedicated educators like Kristen Thorpe, MBA,
BSN, RN, RCIS, whose passion equips learners with the confidence to stand on their own. Educating others — and paying her knowledge forward — is part of who Kristen is, and for the last 27 years, she has truly shaped the rhythm of learning inside the cardiac catheterization lab.
apron that shields caregivers during imaging to mastering sterile technique and using contrast injectors that illuminate coronary arteries. “Precepting is a passion of mine,” says Kristen. “With each person, I want to help them get to where they want to be.”
As a Nurse Manager at Cleveland Clinic Weston Hospital, she guides apprentices through hands-on training: from putting on a lead
Your gift makes an impact on patient care. Donate today at Cle.Clinic/FloridaGiving
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Junior Achievement
™
of South Florida
LEADERSHIP ISN’T JUST ABOUT WHAT YOU ACCOMPLISH
Generations of South Florida leaders have invested their time, talent, influence and resources in something bigger than themselves, our young people. Through Junior Achievement of South Florida, they are mentoring our youth, sponsoring events and investing in our programs. Because when we invest in young people today, we build a stronger, more vibrant tomorrow for our community.
IT’S ABOUT WHAT YOU LEAVE BEHIND
SCAN NOW GET INVOLVED
BUILD YOUR LEGACY WITH JUNIOR ACHIEVEMENT JA World Huizenga Center at the Lillian S. Wells Pavilion 1130 Coconut Creek Boulevard Coconut Creek, FL 33066
954-979-7100 JASouthFlorida.org
SEPTEMBER 2026
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TECH TALK
■BY JE S SE SCOT T
Built for Broward Jesse Scott and Lisa Martus noticed Broward County was lacking a digital community space-- so they created one.
After years
covering destinations around the globe for publications such as Travel + Leisure, Lonely Planet, and National Geographic, Jesse Scott found himself circling back to the same realization: Broward County had stories worth celebrating every single day. In late 2025, Scott and his wife and business partner, Lisa Martus, launched Browardist, a paywall-free digital platform spotlighting local food, events, businesses and community news. Alongside it came The Weekly 954, a Monday morning newsletter landing in inboxes at 9:54 a.m. with a curated rundown of things to do, places to eat, and things locals should know for the week ahead. What began as a passion project has quickly carved out a loyal audience across South Florida.
SFBW: Why did you decide Browardist needed to exist? JESSE SCOTT: For years, I kept hearing the same thing from people across Broward’s business, hospitality and community circles: “We need another strong local news complement.” There are so many talented journalists and media outlets here already doing important work, but there was room for something 28 S F B W M A G . C O M | S E P T E M B E R 2 0 2 6
streamlined, upbeat, and deeply community-focused. I wanted Browardist to feel approachable and useful. We cover restaurants, happenings, local intel, and businesses in a way that respects readers’ time while still delivering strong reporting and personality. At the same time, I saw how exhausted people were becoming with doomscrolling and paywalls. We wanted to create something free, accessible, and rooted in celebrating Broward County without losing journalistic credibility. My wife Lisa and I built it ourselves from the ground up, and that independence matters to us.
SFBW: What makes Browardist and The Weekly 954 stand out in such a crowded media landscape? JS: We intentionally keep things very curated and very human. We don’t care about algorithms. We don’t spend our days pumping out endless videos or trying to game social media trends. In fact, social media is probably one of the smallest parts of what we do and we want to keep it that way. The newsletter itself has become a huge differentiator. Every
SFBW: What early signs showed you the concept was resonating? JS: Honestly, the response surprised us in the best way possible. Within the first few months, we saw readers subscribing to the newsletter organically and local entities reaching out saying they finally felt seen. That meant a lot. We’ve also been fortunate to attract a carefully curated group of long-term sponsors through our Beacons of Browardist initiative, including the likes of Visit Lauderdale,
“
PHOTOS COURTESY OF JESSE SCOTT
Monday at 9:54 a.m., readers get “9 Things to Do,” “5 Places to Eat,” “4 Things to Know” and a dabble of “WTF — Worth Traveling For.” It’s quick to digest, visually clean, and designed for busy people who want to know what’s happening locally without sifting through clutter. I also think people appreciate that Browardist genuinely loves Broward. That sounds simple, but it matters. We’re not parachuting into stories. We live here, we support local businesses, and we want readers to feel connected to the community around them.
WE WANTED TO CREATE SOMETHING FREE, ACCESSIBLE, AND ROOTED IN CELEBRATING BROWARD COUNTY WITHOUT LOSING JOURNALISTIC CREDIBILITY.”
Gulfstream Park, TD Bank, and more. That support has allowed us to keep the platform free while building sustainable growth. From the beginning, we wanted sponsors who genuinely aligned with the mission rather than overwhelming readers with Amazon ads for gym socks everywhere. Another big validation came from seeing people engage directly with us. We receive story ideas, event tips, and community submissions constantly. That open-door relationship has become one of the most rewarding aspects of the project.
SFBW: What’s next for Browardist? JS: We’re still very early in this journey, which is exciting. The goal is thoughtful growth. We want to continue expanding editorial coverage, building strategic collaborations, and creating new ways for locals to explore where they live. At the end of the day, Browardist was built as a love letter to this community. I’ve traveled extensively and written about destinations all over the world, but Broward has always deserved a bigger spotlight than it often gets locally, regionally, and nationally. If Browardist can help residents discover a new restaurant, support a local business, attend an event they otherwise would have missed, or simply feel more connected to home, then we’re accomplishing exactly what we set out to do.
SEPTEMBER 2026
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Photos courtesy of Lesser, Landy, Smith & Siegel
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THE C-SUITE LIFE
100 Years of Excellence
Gary Lesser shares how a legacy law firm continues to thrive in South Florida
FOR THREE GENERATIONS
, Lesser, Landy, Smith & Siegel has built its reputation as one of the leading Florida injury law firms by providing exceptional client communication and stron results. The firm, which will celebrate its centennial year in 2027, has the trust of the clients, community members, and attorneys it serves. With offices in Boca Raton, Bradenton, Broward, West Palm Beach, and Stuart, the firm has grown entirely through referrals. As managing partner, philanthropist, and past Florida Bar president, Gary Lesser shares his insights on how his firm stays relevant and how it balances growth with boutique-level client service.
SFBW: What has allowed Lesser, Landy, Smith & Siegel to stay relevant and continue growing across generations? Gary Lesser: It starts with strong results and communication. For decades, our lawyers have helped injured clients and their
families throughout Florida. We hire lawyers who genuinely care about their clients, work collaboratively and keep clients informed. Putting clients first has guided the firm for 99 years. So has service. From my grandfather’s time through today, our lawyers have led charitable, civic and legal organizations. Giving back is part of our culture.
SFBW: As Florida Bar president from 2022 to 2023, what perspective did that role give you on the future of Florida’s legal industry—and how has it influenced the way you lead your firm today?
GL: After 25 years of Florida Bar service, traveling the state and meeting lawyers in every type of practice gave me a broader understanding of the profession. It made me focus on making our firm the best version of itself. We have increased our legal support staff and invested in technology, while leaning into the values that distinguish us. Our lawyers speak directly with clients, and almost all of our cases come through referrals rather than SEPTEMBER 2026
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“
CLIENT ADVOCACY BEGINS WITH PUTTING THE CLIENT FIRST. A SERIOUS INJURY CAN AFFECT SOMEONE’S WORK, INDEPENDENCE, FAMILY, AND EMOTIONAL WELL-BEING. IT’S THE LAWYER’S JOB TO KNOW THE CASE AND TO KNOW THE CLIENT AND TO FIGHT FOR THE BEST RESULT.”
can affect someone’s work, independence, family, and emotional well-being. It’s the lawyer’s job to know the case and to know the client and to fight for the best result possible. That can’t happen without all the facts and a very strong attorney-client relationship. We are advocates, but we are also counselors who guide clients through a really difficult time.
SFBW: You mentioned the firm has already built a sizable Broward caseload—what types of cases are most common there, and how does that compare to Palm Beach or Treasure Coast trends? (And can we just firm this up for all of South Florida and skip the How does this compare to Palm Beach and Treasure Coast). GL: Motor vehicle cases remain a significant part of our work, including car, trucking and golf cart accidents. We also handle catastrophic injury, wrongful death, medical malpractice, premises liability and contingency business litigation. South Florida’s continued population and business growth means more people, traffic and commercial activity, which has increased the number and complexity of cases throughout the area. SFBW: With major cases involving catastrophic injuries, wrongful death, and negligence, how do you balance growth with maintaining a boutiquelevel client experience? advertising. Our goal is not the greatest number of cases, but rather to get connected with injured clients who really need our help and to get the best results for them.
SFBW: Personal injury law is often misunderstood. How do you define your firm’s mission today, and what does “client advocacy” look like at the highest level? GL: Client advocacy begins with putting the client first. A serious injury 32 S F B W M A G . C O M | S E P T E M B E R 2 0 2 6
GL: We were a very small law firm with three or four lawyers at the most, for many years. Now we have 13 lawyers and are still actively interviewing and expanding. Servicing the client to get the best result on the case is the number one priority. At least two lawyers collaborate on every case, and our attorneys are directly available to clients and their families. That personal involvement allows us to grow while preserving the responsiveness and care of a boutique firm.
NOMINATIONS ARE NOW OPEN The Apogee Awards is a unique awards program created by South Florida Business & Wealth (SFBW) magazine to recognize distinguished C-Suite leaders whose dedication to their industries and communities deserves particular recognition. NOMINATE NOW Scan QR Code
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A LEGACY
IN PRINT For Ray Chehata, business is a family affair
■ BY LAINE DOSS | PHOTOGRAPHY BY EDUARDO SCHNEIDER
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RAY Chehata has a philosophy about
driving: You can stay on the highway and get where you’re going, or you can take the exits and see where they lead. For Chehata, purchasing Lifestyle Media Group, the parent company of South Florida Business & Wealth, was one of those exits. Chehata, who acquired the South Florida-based media company this summer, didn’t make the purchase to simply add another business to his portfolio. He saw something different in South Florida Business & Wealth (SFBW): a magazine that could have an impact on the community he calls home. “I want to use this platform from where it is today to reach a higher level of commitment to the community,” Chehata says. At a time when public discourse can seem increasingly divided, Chehata says he wants SFBW to serve as a place where readers can learn about the people, businesses, and organizations shaping South Florida without being told which side they should be on. “I want us to traverse both sides of the aisle to educate and spark dialogue,” he says. For Chehata, earning readers’ trust is essential to making that happen. “We’re establishing credibility,” he says. “We want readers to be excited about the information and that it has value.” It’s a role that might have seemed unlikely earlier in Chehata’s life. Born into an Egyptian family and raised in Montreal, Chehata says he grew up feeling like an outsider. He recalls a high school guidance counselor telling him that “school was not meant for everyone,” an assessment that had the opposite of its intended effect. Being
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PHOTO BY EDUARDO SCHNEIDER
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I WANT US TO TRAVERSE BOTH SIDES OF THE AISLE TO EDUCATE AND SPARK DIALOGUE.”
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told he wasn’t good enough, he says, became motivation to prove otherwise. Chehata began his career in commercial lending with BMOHarris in May 1987, just months before the Black Monday stock market crash. The experience gave him an early education in troubled companies, lessons that would shape his approach to business. In 1995, with one child here and another on the way, he left the security of banking after a client encouraged him to strike out on his own in Florida, leading to ownership of numerous successful companies. Chehata had dreamed of living in the United States since he was a child and became a naturalized American citizen in November 2023. South Florida is both home and a place where he believes his family has an obligation to give back to the community that has taken his family in with open arms. Chehata is also a believer in surrounding himself with people who know more than he does about their particular disciplines, an idea he connects to Jim Collins’ influential business book, “Good to Great.” His takeaway: Everyone is an “A” at something. The challenge for a leader is figuring out what that something is and putting people in positions where they can excel. “Your human capital is your finest resource,” he says. Without good people, culture and energy, he believes, the rest doesn’t matter. Family is the most important part of the equation. Chehata Family Holdings is, as the name clearly states, a family enterprise. Chehata is adamant, however, that being a family member does not automatically qualify someone for a job. Family members must first work elsewhere, and those who eventually take operational roles must earn the respect of their colleagues. “They will have roles over time as they fit,” he says. “It’s not nepotism. They have to earn the respect of their peers.” What he does hope to pass along is a sense of responsibility to the 38 S F B W M A G . C O M | S E P T E M B E R 2 0 2 6
Building a Legacy: Ray Chehata (C) with sons David (L) and Andrew (R)
community. His sons, David and Andrew, are beginning to take on their own nonprofit and civic roles, something Chehata views with more pride than simply having them join the family business. He believes in leading by example as he presently sits on five boards, three of which are non-profits. That perspective became more urgent after July 2020, when Chehata says he clinically died for two minutes and 20 seconds and survived despite the odds stacked against him. Then and there, he made a commitment to live fully and to do good. For Chehata, SFBW is not simply a magazine, but another way to participate in the community — by sharing the stories of the people building businesses, creating jobs, supporting nonprofits, and shaping the region. And while he talks frequently about family and the generations that follow, Chehata pushes back against the idea that he set out to create a “legacy.” For him, legacy isn’t about putting the family name on things. It’s about whether the next generation takes what it was given and moves forward. “I want my kids to be better than me,” he says. “I’m proud that they’re better than me.” For all his philosophies about business, family, and life, what Chehata wants from SFBW may ultimately come down to one simple mantra. “Always try to do the right thing,” he says. And for Chehata, SFBW is another opportunity to do that.
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Join us as a Sponsor or Table Host and be part of an extraordinary evening that helps individuals and families experiencing homelessness move toward stable housing and self-sufficiency. Saturday, September 19, 2026 at 6:00 pm ArtServe, 1350 East Sunrise Blvd., Fort Lauderdale For sponsorship and table host opportunities: Amy Miller at amiller@bphi.org or 954-779-3990 x1312 or visit us at www.bphi.org
SEPTEMBER 2026
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THE BUSINESS OF FUN Jonathan Demare is building an arcade empire one pinball at a time.
■ BY LAINE DOSS
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W“
Walk into an Arcade Time and be prepared for your senses to be ignited: The flashing lights of hundreds of arcade games blend with the soundtrack of retro hits, while the scent of fresh cotton candy drifts through the room. Parents are challenging their kids to air hockey. Teens are discovering the finesse required to master a vintage pinball machine. Friends are battling over Mortal Kombat before enjoying a round of craft cocktails and dinner.
That’s exactly the experience founder Jonathan Demare set out to create. “We’re not just an arcade,” Demare says. “We’re in the business of selling fun.” That philosophy has helped transform Arcade Time from a single South Florida establishment into one of the country’s fastest-growing arcade concepts. Founded in 2020, the company recently earned the title of Number One Arcade in the U.S. at the 41st Bowling Center Architecture and
WHETHER SOMEONE GREW UP IN THE ‘80S, THE ‘90S OR THE EARLY 2000S, WE WANT THERE TO BE SOMETHING THAT INSTANTLY RESONATES WITH THEM.
Design awards and now operates locations in Orlando, Miami, Coral Springs, Jacksonville, and Wellington, with additional venues planned throughout the Southeast and beyond. For Demare, the company’s success isn’t simply about games or attractions. It’s about recreating something he believes society has been missing. “The world needs more social interaction,” he says. “People need places where they can
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disconnect from their phones, challenge each other, laugh together, and make memories.” Those memories are personal for Demare. More than two decades ago, he met his wife inside an arcade—a moment that helped shape both his personal life and his vision for Arcade Time. “I’ve always been drawn to arcades,” he says. “It was a place where I felt like I belonged. Now we get to create that feeling for other people.” While many entertainment centers cater primarily to children, Demare envisioned something different: a destination where multiple generations could gather under one roof to play, dine, and reconnect. To keep to that vision, Arcade Time’s owner personally curates the games at each and every location. “Every single game is hand-selected,” Demare says. “Whether someone grew up in the ‘80s, the ‘90s or the early 2000s, we want there to be something that instantly resonates with them.” That means guests will find everything from nostalgic classics such as Pac-Man and Street Fighter to state-of-the-art virtual reality attractions, racing simulators and duckpin bowling. Demare believes the variety is what keeps people coming back. “Most people think arcades are just for kids,” he says. “We focus on creating something for everyone. Grandparents have games they recognize. Parents have games they grew up with. Kids discover something completely new. Everyone finds something they’re good at.” Arcade Time has also reimagined what guests can expect from arcade dining. Rather than serving the typical pizza-and-hot-dog fare, the company developed a chef-driven menu featuring charcuterie boards, Arctic salmon, elevated burgers, shareable appetizers, and craft cocktails. “We never wanted to be the typical
Left: Players enjoying games at Arcade Time. Opposite: Arcade Time’s Jonathan Demare.
bowling alley snack bar,” Demare says. “People are genuinely surprised by the quality of the food.” His advice? “Don’t eat before you come,” he says with a laugh. “Eat while you’re playing. That’s part of the experience.” While Arcade Time is now thriving, its 2020 launch was shaky. During the pandemic, Demare and his team had to constantly adapt while navigating changing public health guidance and uncertain revenue. “It was incredibly challenging,” he says. “Nobody really knew what was happening. We had to learn how to operate safely while still creating a great guest experience.” Despite those early obstacles, Arcade Time has expanded rapidly, opening multiple locations throughout Florida with more to come. The arcade maven’s next move is to expand across Tennessee, Georgia, North Carolina, Las Vegas, and Virginia. Although Demare has no business partners, he’s quick to credit his team rather than himself. “Our success isn’t because of one person,” he says. “It’s because we have an incredible group of people who are knowledgeable,
All photos courtesy of Arcade Time
passionate and genuinely care about what we’re creating.” That passion extends to Demare himself. “This isn’t a paycheck,” he says. “It’s my life. I work 18 to 22 hours a day because I love this industry and I love creating experiences that make people happy.” Looking ahead, he sees no ceiling for Arcade Time. “I used to say maybe we’d grow to 100 locations,” he says. “Now I don’t think it’s smart to put a number on it. We’re incredibly well received, and we want to bring this concept to every market where there’s a need.” At its core, however, Arcade Time isn’t about expansion. It’s about preserving something Demare worries society is losing. “People need places where they can relax, compete, laugh and connect,” he says. “Whether you’re an adult blowing off steam after work or a child making new friends, those experiences matter.” After all, his own life changed because of an arcade. “I met my wife in one 26 years ago,” he says. “Arcades bring people together. If we can create places where families make memories and friends reconnect, then we’ve accomplished exactly what we set out to do.” SEPTEMBER 2026
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BUILDING AVE MARIA After more than two decades leading one of Florida’s most ambitious master-planned communities, Barron Collier Companies CEO Blake Gable remains focused on what comes next. SEPTEMBER 2026
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PHOTO CREDIT: AVE MARIA DEVELOPMENT
Barron Collier Companies CEO Blake Gable 46 S F B W M A G . C O M | S E P T E M B E R 2 0 2 6
or Blake Gable, the story of Ave Maria has never been about reaching a set finish line. Twenty-four years after Barron Collier Companies began work on the Southwest Florida community, the chief executive officer still views the project through the lens of what’s left to accomplish. The latest milestone only reinforces that outlook: county approval to expand Ave Maria from roughly 11,000 planned homes to nearly 18,000, extending development well into the next generation. “We’re going to be doing this for another generation or so,” Gable says. “Things slowed down for a little bit and that’s fine. We can’t control the macro environment. All we can do is work every day to create the best, safest community for the people that have chosen to call Ave Maria home.” That long-term perspective has shaped nearly every decision since Barron Collier Companies partnered with philanthropist Tom Monaghan to build a town centered around Ave Maria University. “When we had the opportunity to meet Monaghan and hear what his vision was for the university, we believed that was a great catalyst for us to build a community around it,” Gable says. “He wanted to start a university with
an emphasis on the Catholic faith because he believed that was the best way he knew how to make the world a better place.” What followed became one of the largest privately funded construction efforts in the Southeast. Roads, utilities, neighborhoods, commercial space and civic infrastructure all had to be built alongside the university itself. “When you’re doing a project that has 11,000 homes and 25,000 people, you don’t expect it to happen overnight,” Gable says. “We hadn’t done anything of this size and scale before. We just went out and every day figured it out.” “We had to build miles of infrastructure, a utility plant, the university, a church, and a town center in a very, very short period of time,” Gable says. Rather than positioning himself as the central figure, Gable credits the team surrounding him. “I learned early that your ability to be successful requires you to have people around you who are much better at what they do than you could ever be,” he says. “We have a great team that’s exceptionally smart and exceptionally hardworking. The best thing for me to do is get out of their way, make sure we’re all
headed in the same direction, and let them figure out how to get there.” That philosophy has remained constant even as Florida’s real estate cycles have shifted. “I don’t get too wrapped up in the macro trends because there’s nothing we can do about them,” Gable says. “We know what we can control.” Looking ahead, Gable says the community’s priorities extend beyond rooftops. A new elementary school and expanded healthcare services are among the developments he believes will help round out Ave Maria as it continues to grow. Today, roughly half of its residents are families, a demographic mix he says is unusual for Southwest Florida and
one supported by the community’s affordability and expanding employment opportunities. For Gable, one of the greatest measures of success increasingly comes from hearing the community discussed far beyond Collier County. “I run into people all the time talking about Ave Maria,” he says. “A friend of mine was flying to Chicago the other day and texted me that three people across the aisle couldn’t stop talking about it. That used to be few and far between. Now it’s a regular occurrence, and that’s something everybody here is really proud of.”
SEPTEMBER 2026
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A NEW PHASE
PHASE META Development
CEO Andrew Rasken on the evolution of South Florida’s condo market. ■ BY SFBW STAFF
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Photo Credit: Candr PR/Renderings of Colette: Provided by Candr PR
A
fter a period defined by rapid price acceleration and record-setting sales, South Florida’s condominium market is settling into a more disciplined and deliberate phase. Demand remains intact, but the forces behind it have evolved.
SFBW: After several years of explosive growth, many analysts say South Florida’s condo market is entering a more mature phase. From your perspective, how is it different from the 2021–2022 surge? Andrew Rasken: The 2021–2022 cycle was driven by urgency. People were making decisions quickly, often out of fear of being left behind. That kind of velocity inevitably brings speculation into the market. What we’re seeing now is a reset to something much healthier. Buyers are more deliberate. They’re asking better questions. They’re thinking about how a home actually fits into their life, not just what it might be worth in a year. The demand hasn’t disappeared, it’s simply matured. And when demand comes from intention rather than momentum, it creates a far more stable foundation for the market long term.
SFBW: We continue to see corporate relocations from finance, tech, and international firms into South Florida. How significant has that migration been in sustaining demand for residential development? AR: It’s been transformative, but not just in terms of volume, more in terms of quality. These are people relocating their lives, not just their capital. They’re building routines here, raising families here, and becoming part of the fabric of the city. That fundamentally changes what they’re looking for. They’re not interested in generic product. They want something that feels considered, contextual, and livable. A residence that integrates into a neighborhood rather than sitting above it. That shift is redefining what residential development needs to deliver.
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FOR US, IT REINFORCES A CORE BELIEF: LONGEVITY IS DESIGNED AT THE OUTSET. IF YOU BUILD WITH INTENTION— PROPORTION, MATERIALITY, LIVABILITY—THE ASSET HOLDS ITS RELEVANCE. IF YOU BUILD FOR SPEED, THE MARKET EVENTUALLY CORRECTS FOR IT.”
SFBW: The market today appears to be split into two tiers, with newer luxury products performing differently than older inventory, facing higher fees and reserve requirements. How is this “two-speed” market affecting development decisions? AR: The divide is very real, and it’s exposing the difference between product that was built with discipline and product that was built to Andrew Rasken
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meet a moment. Older inventory is facing structural pressures—insurance, reserves, longterm maintenance—and buyers are factoring that into their decisions. At the same time, well-designed, thoughtfully executed buildings continue to perform. For us, it reinforces a core belief: longevity is designed at the outset. If you build with intention—proportion, materiality, livability—the asset holds its relevance. If you build for speed, the market eventually corrects for it.
space without sacrificing amenities and services. That’s the foundation of how we think at META Development. Building smaller isn’t a limitation; it’s what allows you to create something personal, something that actually feels like home. Even with our Colette Residences project, we wanted to be intentional with the design. With Miami being home to the third-largest Brazilian population in the United States, we partnered with OSPA, a São Paulo-based firm celebrated in Brazil for tropical modernism grounded in craft and human scale. Colette marks OSPA’s first U.S. residential commission, and the timing bodes well, as buyers are seeking homes with soul.
SFBW: Interest rates, insurance costs, and construction pricing have all changed the economics of building in Florida. How are developers adjusting their approach to make projects viable in this environment? AR: The economics have changed, and that forces clarity. When costs rise across the board, you can’t rely on scale to solve the problem. You have to be more precise about what you’re creating and why it deserves to exist. We’ve always approached development with that mindset, smaller buildings, fewer residences, higher level of thought per square foot. In this environment, that’s not a constraint, it’s an advantage. It becomes less about how much you build and more about how well you build it. SFBW: In recent years, we have seen a shift toward smaller, boutique projects. What is driving that trend? AR: What we’re seeing is less of a trend and more of a correction. For a long time, the market equated scale with value, more units, more amenities, more density. But that comes at the expense of experience. Buyers today are prioritizing something different: privacy, quiet, and a sense of ownership over their SEPTEMBER 2026
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BRANDING POWER
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How a Bar Challenge Became a Business Philosphy South Florida Business & Wealth’s publisher travels to five cities in one day and learns about connection and branding ■BY KIM SARNI
Branding is
no longer just about advertising. The strongest companies today are the ones that create experiences, foster loyalty, and build communities people genuinely want to belong to. When a company consistently delivers on its message and creates meaningful engagement, customers stop feeling like consumers and start feeling like part of something bigger. Few brands demonstrate that better than Mother’s Ruin. The Mother’s Ruin Challenge is an extreme annual cross-country bar crawl held on Mother’s Day where participants fly across multiple U.S. cities in a single day to visit Mother’s Ruin bar locations
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“MOTHER’S RUIN HAS CREATED SOMETHING MANY COMPANIES SPEND MILLIONS OF DOLLARS TRYING TO ACHIEVE: AUTHENTIC COMMUNITY ENGAGEMENT.” LEFT: After two decades as a fixture on the South Florida culinary scene, Chef Jan Jorgensen has released a longawaited cookbook.
for lifetime drink rewards. The rules are simple, yet absurd: Visit a participating bar in each city -- New York City, Charleston, Austin, Nashville, and Chicago – within a 24-hour period, while navigating flights, tight connections, rideshares, exhaustion, and a race against time, all to collect passport stamps and share a drink at each stop. More than 300 people participated this past year, enticed by the experience and the community. The challenge isn’t about the stamps, the free drinks, or even the coveted “legend” status awarded to those who complete all five locations. It is about the stories created along the way. Participants spend months planning itineraries, following updates on social media, and connecting with fellow challengers before the event even begins. Strangers become teammates. Airports become meeting points. Shared chaos becomes camaraderie. Long after the challenge ends, people are still talking about the friendships formed and the memories made. That is branding at its absolute best. Mother’s Ruin has created something many companies spend millions of dollars trying to achieve: authentic community engagement. Not manufactured. Not forced. Organic. The lesson for businesses is clear: consumers no longer want transactional relationships with brands. They want to feel like they are part of something meaningful.
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 two-tower limited collection of 83 waterfront residences with architecture by Garcia Stromberg and impeccably curated interiors by Dan Fink Studio features two- to three-bedroom homes, all complemented by the legendary service of The Ritz-Carlton. Starting at $3.4M.
S C H E D U L E A P R I VAT E A P P O I N T M E N T SITE ADDRESS: 551 Bayshore Drive, Fort Lauderdale FL 33304 SALES GALLERY ADDRESS: 505 N Fort Lauderdale Beach Blvd. #CU-7, Fort Lauderdale, FL 33304 TheResidencesFortLauderdaleBeach.com | 954-902-4153
Exclusive Sales & Marketing Partner LICENSED REAL ESTATE BROKER
THE RITZ-CARLTON RESIDENCES, FORT LAUDERDALE BEACH ARE NOT OWNED, DEVELOPED, OR SOLD BY MARRIOTT INTERNATIONAL, INC. OR ITS DEVELOPED AFFILIATES (“MARRIOTT”). 551 BAYSHORE SPE, LLC USES THE THE RITZ-CARLTON TRADEMARKS AND TRADE NAMES UNDER A LICENSE FROM MARRIOTT, BY WHICH HAS NOT CONFIRMED THE ACCURACY OF ANY OF THE STATEMENTS OR REPRESENTATIONS MADE HEREIN. 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 is conceptual and situated with frontage along the Intracoastal in Fort Lauderdale. This document is summary in nature regarding The Ritz-Carlton Residences, Fort Lauderdale Beach and Developer’s contemplated features and amenities. Your eligibility for purchase will depend upon your state or territory of residency. THE COMPLETE OFFERING TERMS ARE IN A CPS-12 APPLICATION AVAILABLE FROM THE OFFEROR. FILE NO. CP26-0075. 2026©551 Bayshore S.P.E., LLC with all rights reserved. THIS IMAGE HAS BEEN DIGITALLY ALTERED.
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S F B W M A G . C O M 53
MONEY MATTERS
■BY CHAD VAN HORN
Before Bankruptcy
Chad Van Horn, Esq., founding partner of Van Horn Law Group, P.A., discusses the realities of debt management.
When financial
pressure becomes a financial crisis, most people don’t know where to turn or wait too long to ask for help. Chad Van Horn, Esq., founding partner of Van Horn Law Group, P.A., has spent his career helping South Floridians understand their options before the situation becomes dire. Van Horn breaks down the realities of debt, the alternatives to bankruptcy, and why the smartest move someone can make is getting informed early.
CVH: Debt management through a reputable credit counseling
SFBW: What are the most common alternatives to bankruptcy, and when does each one make the most sense?
SFBW: A lot of people wait until they’re in crisis to seek legal help. At what point in the debt spiral should someone actually speak to an attorney, even if they hope to avoid filing?
Chad Van Horn: The most common alternatives are debt negotiation, debt management plans, consolidation, mortgage modification, forbearance, and sometimes simply creating a structured repayment plan. SFBW: Debt negotiation can make sense when someone has lump-sum funds available or can save toward settlements, and the debt is mostly unsecured, like credit cards or personal loans. SE PP R TI LE M2 B 0 2E 6R 2 0 2 6 54 S F B W M A G . C O M | A
agency can work when the person has steady income and needs lower interest rates or a more organized payment structure. Consolidation can be helpful, but only if it actually lowers the cost of the debt and does not just move the problem around. For homeowners, loan modification or loss mitigation may be a better first option than bankruptcy if the goal is to save the home and the lender is willing to work with them.
CVH: Sooner than most people think. You do not need to wait until you are being sued, garnished, or facing foreclosure to speak with an attorney. In fact, waiting that long often limits your options. I think someone should get advice when they are consistently unable to make more than minimum payments, borrowing from one source to pay another, falling behind on secured debts, receiving collection letters, or feeling like there is no realistic path to catch up.
SFBW: Medical debt and student loans are two of the biggest drivers of financial distress. Are there specific strategies you’ve seen work for each that don’t involve filing? CVH: For medical debt, the first step is to verify the bill. Ask for an itemized statement, compare it to the explanation of benefits, look for duplicate charges or coding issues, and ask whether the hospital has a charity care or financial assistance policy. Many people do not realize they may qualify for a reduction even if they are working or have insurance. You can also ask for an interestfree payment plan or negotiate a reduced balance, especially if the account has not gone to collections yet. Federal student loans may have incomedriven repayment options, deferment or forbearance in limited situations, forgiveness programs, and Public Service Loan Forgiveness for certain government or nonprofit employees. Private student loans are usually tougher, but there may still be options to negotiate, refinance, or defend a lawsuit if one is filed. The mistake people make with both medical debt and student loans is
avoidance. These are complicated debts but ignoring them almost always makes the situation worse. SFBW: What are the warning signs that someone is heading toward a financial cliff, and what are some immediate steps they should take to try to course-correct?
CVH: The big warning signs are using credit cards for basic living expenses, making only minimum payments, taking payday loans or cash advances, falling behind on mortgage or car payments, ignoring collection letters, getting sued, or draining retirement accounts to keep up with debt. The immediate step is to stop guessing. Build a simple financial snapshot: income, necessary expenses, total debt, interest rates, arrears, and any pending lawsuits or deadlines. Then prioritize. The goal is not always bankruptcy. The goal is stability. Sometimes that means negotiating, sometimes it means restructuring, and sometimes bankruptcy is the tool that gives someone the fresh start they need. The important thing is to face the problem early enough that you still have choices.
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COMMUNITY CONNECTIONS
Kieffer Rueckert, Milla Moya, Luisana Candelario, Raa’id Khan, Juan Jimenez, Benjamin Buhite, Jessica McBath, Aniceto Ferreira-Zittle, Lisa Berry-Wensveen Maria Grande
Brian Hagan, Alexis Pascual, Sarah Eikenberry, Rey Valdes and Pedro Torres
Matt Rocco and Paula Goffman
Magin Perez
SFMA REIMAGINES 2026 ANNUAL MEETING AS A CONNECTED SHOWCASE OF SOUTH FLORIDA MANUFACTURING
Matt Rocco, Andrea Lara, and Donna Bean
The Nov. 5 event brings locally made products, workforce stories, practical technology, dinner and recognition together. The South Florida Manufacturers Association will bring manufacturers, business leaders, suppliers, workforce and education partners, and regional organizations together for the SFMA 2026 Annual Meeting + The Made Here Showcase on Thursday, Nov. 5, at the Charles F. Dodge City Center in Pembroke Pines. Built around the theme Made Here. Moving Forward., the reimagined event will show what South Florida makes and recognize the people who power the industry. Event, registration is available at sfma.org/ annualmeeting. 56 S F B W M A G . C O M | S E P T E M B E R 2 0 2 6
Arek Dyrdol and Andy Schnuerer
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never LOse YOur SPLaSH
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a guiDe tO eLevateD weLLness in greater fOrt LauDerDaLe where tO reLax & unwinD The Spa at Four Seasons Hotel and Residences Fort Lauderdale Stay in luxury, right on Fort Lauderdale Beach. Unwind with the Signature Ebb & Flow Massage, a water-inspired treatment blending Swedish and Thai massage techniques with Himalayan singing bowls.
The Ritz-Carlton Spa, Fort Lauderdale Overlooking the Atlantic Ocean, an experience at this serene day spa offers the ultimate retreat with signature treatments centered around ceremonial healing and natural ingredients.
Conrad Spa Fort Lauderdale Beach Right on the beach near Sunrise Boulevard and Las Olas Boulevard, enjoy a customized and elevated recharge with an in-suite massage or one of the Conrad Spa’s restorative massage and facial experiences recognized by Forbes Travel Guide.
The Diplomat Spa + Salon The resort’s award-winning wellness sanctuary sits along the ocean in Hollywood Beach. Unwind with the Diplomat Signature Body Wrap: a 50-minute treatment focused on hydration and relaxation.
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The Specialized Care families travel for. He found it here.
Nicklaus Children’s patient, Tristan
Fewer than ten physicians in the country dedicate their practice to pediatric orthopedic oncology, and families find that rare expertise right here at Nicklaus Children’s Hospital. Specialized care and advanced limb-preservation techniques come together with one purpose that reaches past the diagnosis: helping children keep their mobility, their independence, and the future ahead of them.
To request a consultation visit nicklauschildrens.org/OrthoOncology
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NOMINATIONS ARE NOW OPEN The Apogee Awards is a unique awards program created by South Florida Business & Wealth (SFBW) magazine to recognize distinguished C-Suite leaders whose dedication to their industries and communities deserves particular recognition. NOMINATE NOW Scan QR Code
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MARC KAPLAN
Executive Director, Enterprise Development Nicklaus Children’s Hospital Foundation Marc.Kaplan@Nicklaushealth.org | (305) 323-8506
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ALLISON BAKER Foundation President
Nicklaus Children’s Health System, Where Your Child Matters Most
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No child should have to leave South Florida to receive the best medical care
How do charitable gifts directly impact the lives of your patients and families? Charitable giving is far more than financial support. It is the catalyst that transforms children’s lives and gives families hope when they need it most. Every gift helps ensure that every child has access to world-class pediatric care close to home, regardless of their family’s ability to pay. Today, more than 60% of the children cared for by Nicklaus Children’s Health System are covered by Medicaid, making philanthropy an essential investment in our mission. While Medicaid provides critical access to care, it does not fully cover the cost of delivering the highly specialized pediatric services children deserve. Philanthropic support helps bridge that gap, ensuring no child is denied access to the expertise, technology and compassionate care they need. As Nicklaus Children’s Health System expands its reach across South Florida, philanthropy makes it possible to bring nationally recognized specialists, groundbreaking technology, life-saving treatments, and family-centered care right in your backyard. Charitable support funds breakthrough research, advanced medical equipment, Child Life services, behavioral health resources, family assistance programs, and innovative therapies that improve outcomes while easing the emotional burden of care. These investments create healing environments where children can simply be children, and families find comfort, strength, and hope during life’s most difficult moments. Every philanthropic gift changes a child’s future while strengthening the health of our entire community.
Can you share a recent story that illustrates the difference philanthropy has made for a patient? Before he was even born, Gabriel was diagnosed with a severe congenital heart defect. Determined to give their son the strongest possible start, his parents turned to Dr. David Kalfa and the team at Nicklaus Children’s Heart Institute for specialized care. Shortly after birth, Gabriel underwent an extremely complex neonatal heart surgery that included
reconstruction of his aortic arch, repair of truncus arteriosus, and correction of a narrowed pulmonary artery. He emerged from surgery with excellent heart function and a strong path forward. Today, Gabriel is thriving. His journey is a powerful reminder that expert care, supported by philanthropy, gives children like Gabriel the chance of a healthy future. In the past, families had to leave South Florida for this level of specialized pediatric care. Today, thanks to Dr. Kalfa and other nationally recognized pediatric specialists, we can keep children in South Florida, where they can heal at home.
What advice would you give to someone who wants to make a meaningful impact but isn’t sure where to begin? I’d encourage anyone who’s thinking about giving back to start by learning about the mission and seeing the impact for themselves. Visit the hospital, meet our caregivers, and hear the stories of the children and families we serve. Once you see the courage of these kids and the dedication of the people caring for them, it becomes very personal. One of the biggest misconceptions is that making a difference requires making a huge gift. The truth is every gift matters. Whether you’re supporting life-saving technology, groundbreaking research, family programs, or simply helping ensure every child receives the care they need, you’re making a real difference in someone’s life. There are so many ways to get involved beyond writing a check. You can volunteer, advocate, introduce others to the mission, or simply share why children’s healthcare matters to you. Every act of generosity helps build a healthier future for the children and families who count on us. That’s how meaningful change begins, one child, one family, and one act of kindness at a time.
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PRIME HOLLYWOOD BEACH INVESTMENT OPPORTUNITY You can buy a beach house…or you can own 3.5 lots steps from the sand
320 New York Street, Hollywood parcel, $7.999M Ideal for a 1031 Exchange • 13-Unit Coastal Investment Rare investment opportunity just steps from the Hollywood Beach Broadwalk. This 3.5lot assemblage includes 13 condominium units, including six 1BR/1BA units and seven efficiency units. Currently utilized for annual Airbnb and short-term rentals, the property offers exceptional flexibility for continued income, repositioning or future redevelopment. Immediate cash flow, long-term upside. With its prime, irreplaceable location and multiple folios, this is one of the last meaningful assemblages on Hollywood Beach; the kind of property families keep for generations – unless you get there first.
FEATURED SOUTH FLORIDA PROPERTIES
6121 SW 16 Street, Plantation, $969K
OCEAN ACCESS • POOL • NO HOA Spacious 4BR/2BA waterfront home with over 2,200 SF on an oversized 13,100 SF lot with 100’ of canal frontage. Private dockage, impact windows & doors, updated kitchen and baths, split-bedroom floor plan, pool and fenced yard. South Florida waterfront living with room to entertain.
2760 SW 86 Way, Davie, $759.9K
LAKEFRONT • POOL • NO HOA Rare opportunity in Rolling Hills Lake Estates! This 3BR/2BA home features a split floor plan, impact windows & doors, updated appliances and a beautifully refreshed pool with travertine deck. Near NSU and all college campuses’-Top rated area schools ~An oversized side yard and peaceful lakefront setting offer exceptional outdoor living in the heart of Davie.
Homestead Exemption eligible in 2027 if closed by December 31, 2026. Subject to Florida homestead eligibility requirements and timely application.
Gina Villanell villanellsells@gmail.com Ginavillanellrealtor.com / 954.812.2832
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MORE ROOM FOR WHAT MATTERS
©2026 California Closet Company, Inc. All rights reserved. Each California Closets® franchised location is independently owned and operated. Local contractor licenses available at californiaclosets.com. Photos: Thibault Jeanson
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Personalized Treatment for Every Patient Our goal is to relieve pain, restore function and help you move with confidence. Using advanced imaging and diagnostic technology, our physicians develop individualized treatment plans that often begin with conservative care, including physical therapy, regenerative medicine and ultrasound-guided injections. When surgery is needed, our fellowship-trained orthopedic surgeons use advanced techniques to help patients achieve the best possible outcomes. As Dr. John Uribe, system chief medical executive, explains, “Addressing orthopedic concerns early may help patients avoid more complex issues later on. Most conditions don’t require surgery — but when they do, or even when they don’t, our goal is always the same: to get patients back to doing what they love.” Trusted by professional and collegiate athletes throughout South Florida, Baptist Health Orthopedic Care provides that same high standard of care to every patient. To learn more or request an appointment, visit BaptistHealth.net/Ortho or call 954-392-1725.
DISTINCTIVE LIVING MEETS BEST-IN-CLASS CARE At Belmont Village Fort Lauderdale, every detail is designed to enjoy the next chapter with elegance, ease and purpose. From exceptional dining and thoughtfully curated amenities to enriching programs and a dedicated care team, this is a community where wellness, hospitality and engagement come together seamlessly. It’s more than a residence. It’s a lifestyle. BelmontVillage.com/FortLauderdale | 954-869-4512
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THE STANDARD OF ELEGANCE ON FORT LAUDERDALE BEACH AC Hotel Fort Lauderdale Beach is an oasis in the heart of one of the world’s most celebrated destinations: tranquil, indulgent and endlessly sophisticated. You’ll feel like we’re here just for you. Because we are.
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