J.C. de Ona, Division President – Southeast Florida, Centennial Bank

In an interview with Invest:, J.C. de Ona, division president for Southeast Florida at , discussed why Miami remains central to the bank’s growth strategy, how Centennial combines large-bank capabilities with a relationship-driven model, and where the institution sees the strongest opportunities ahead. “Miami is one of the most dynamic markets in our footprint,” de Ona said.

Why is Miami such a strategic priority for Centennial Bank, and how does the market fit into your broader growth strategy across South Florida and the Southeast?

Miami is one of the most dynamic markets in our footprint. I was born and raised here, so I have had the opportunity to watch the city evolve into the major metropolis it is today. From a banking perspective, that growth has created tremendous opportunity.

We are active across a wide range of lending segments in Miami, including construction and development, affordable housing, luxury condominiums, high-end single-family homes, commercial projects, and small-business lending. There is a depth and diversity to this market that makes it especially attractive.

When we look across South Florida, Miami stands out as the most exciting market we serve and the one where we have seen the strongest growth. We believe that will continue. The migration of wealth, the influx of businesses, and Miami’s growing role as an international business hub have all contributed to a major shift in the market. We do not see that as a short-term trend. We believe Miami will continue to attract people and capital from across the United States and around the world.

How does Centennial differentiate itself while competing with national banks, regional institutions, and fintech firms?

Miami is clearly a focal point right now, and everyone wants to do business here. That includes local banks, larger institutions already in the market, and others trying to establish a presence. What differentiates Centennial is that we have the capabilities of a much larger bank, but we continue to operate with the mindset and service model of a community bank.

We are about a $23 billion bank today, and with our current acquisition, we will be closer to $25 billion. Our platform, products, and capabilities are comparable to those of much larger institutions. However, we have never lost sight of the importance of putting the customer first and delivering the kind of personal attention people typically associate with a community bank or a private bank.

As banks grow, it often becomes harder to maintain that service culture. We have been successful in doing that, and our clients recognize it.

What economic and industry trends are shaping client demand in Miami and South Florida, and how are they influencing the bank’s strategy?

One of the most important themes in Miami today is housing, especially affordable and workforce housing. We have long been active in that space, but the market continues to evolve. Programs such as Live Local and the broader focus on transit-oriented development have created new momentum and new opportunities.

We have remained engaged in affordable housing, workforce housing, senior affordable housing, and projects tied to transit-oriented development. Those are important priorities because growth in Miami has to be supported by housing solutions that meet the needs of the broader community, not just the luxury segment.

That means working closely with developers, municipalities, counties, and other stakeholders to structure projects that are viable and responsive to what the community needs. Our role as a bank is to understand those projects, stay current on how the market is shifting, and make sure we are financing areas where there is a real need.

We also remain focused on small-business lending. Miami-Dade has a deep and diverse small business community, and that is another area where we continue to be active through both lending and community engagement.

How have client expectations changed in recent years, particularly around service, speed, and digital capabilities?

Clients still want access to a real person. People want to be able to call someone who knows them, understands their business, and can respond directly. When clients call us, they are typically reaching a person at a branch, not being routed immediately to a call center. That personal connection still matters.

There is also value in being able to walk into a branch and deal with people who know who you are. Many clients who have come from larger institutions are reminded that this is what banking was always meant to be at its core: relationship-based.

We have to keep pace with the way clients want to bank today. Technology is a major part of that. We are investing in a new system because continuing to improve the client experience is critical. Mobile access, digital tools, and the ability to conduct transactions from anywhere are essential, especially for business owners who need flexibility and constant access.

For us, it is not a choice between personal service and technology. It is both.

How is Centennial evolving its private banking and wealth management capabilities to serve South Florida’s growing affluent client base?

South Florida continues to benefit from a significant migration of wealth, and that creates opportunity for us. In many ways, we have always delivered a kind of private-bank feel through the way we serve clients and build relationships.

We already have a trust department and financial services capabilities, and now we are looking at how to deepen those offerings and build a more robust private banking platform. That is top of mind for us as the market evolves.

As Centennial expands across the region, how do you balance entering new markets with deepening relationships in the communities where you already operate?

We have grown both organically and through acquisition, and we expect both to remain part of our strategy. We are doing an acquisition in Tennessee, and we believe there will be additional acquisition opportunities over the next several years.

Organic growth also remains important, and that starts with having strong teams in place. Miami is a great example. We have an outstanding team here, and that gives us the ability to continue growing in a disciplined way.

Organic growth for us is rooted in relationships. It is about doing what we do best, continuing to expand within our existing markets, and making sure we have the right people in place to support that growth.

How has Centennial been effective in attracting and retaining top banking talent in a competitive market like Miami?

One advantage we have is that we are not a bank with a lot of layers. Employees appreciate having direct access to senior management. In Miami, I make myself available, I stay active with clients, and I try to lead in a way that stays true to relationship banking.

We have also done a strong job with retention. We do not have a lot of turnover, and that comes down to the working environment we have created. People enjoy what they do here, they believe in our values, and they see real opportunity for growth.

If you are a lender at Centennial, for example, you have the opportunity to work across a broad range of deal sizes and client types. That helps people develop into better bankers and gives them a clear path forward. We believe in promoting from within, and that has been an important part of our culture.

What are the bank’s top strategic priorities over the next few years?

Community involvement will remain central to who we are. Our executives and team members are deeply involved across chambers, housing organizations, and many other community groups. That engagement matters to our clients, our employees, and our long-term relationships.

From a broader strategic standpoint, we will continue to focus on organic growth, pursue the right acquisitions, and protect the strength of our balance sheet. We have a strong balance sheet today, and we have always stayed disciplined and consistent in our underwriting. That discipline has been one of the core strengths of the bank.

The environment can change quickly, and we have to be able to adjust while staying true to our approach. Creating shareholder value, maintaining strong relationships, and continuing to grow in markets like Miami are all key priorities for us.

Miami in particular remains an important market because the opportunity here is still significant. We are also continuing to benefit from migration from markets such as New York, Chicago, and, increasingly, California. We believe that trend will continue, and that the future for Miami remains bright.