David Druey, Florida Regional President, Centennial Bank

May 2026 — Invest: sat down with David Druey, Florida regional president of Centennial Bank, to discuss how elevated interest rates, regulation, and technology are shaping banking across South Florida. Druey outlined how Centennial navigated a tightening credit environment, why community banks remain essential to understanding local economic conditions, and how disciplined lending supports long-term regional health. “Our job as a bank is to make sure that with every loan we do, we make our communities better,” Druey said.

What changes have you observed in South Florida’s banking and lending environment over the past year, and how have those changes influenced your strategy in the region?

At the start of 2025, high interest rates and liquidity concerns meant very few banks were lending at scale, particularly on smaller credits of $5 million or less. Many institutions were managing interest-rate exposure or dealing with investment portfolio pressures, which made them more conservative. Larger projects backed by strong equity partners, including preferred equity, continued to move forward because those deals were less reliant on heavy borrowing and interest expense.

That created some uncertainty early in the year, but by April the wheels began to turn and production accelerated. The experience reinforced the value of staying close to clients, understanding sponsor strength, and maintaining lending discipline even when the broader environment tightens.

What role does community banking play in South Florida today?

Community banks play a vital role because we often have the clearest pulse on real-time economic activity. We see who is expanding, who is contracting, who is hiring, who is cautiously watching the market, and where opportunities or risks may be emerging. That visibility is especially important in a dynamic region like Fort Lauderdale, where different industries respond to changing conditions in different ways.

Our job is to understand those nuances and allocate capital responsibly. When a bank really knows its customers and its market, it can support growth while avoiding the kind of excesses that create problems later. That relationship-based model gives community banks the ability to be steady partners through shifts in the cycle.

How is the regulatory environment shaping the way banks work with borrowers?

Candidly, regulation has significantly slowed down the banking industry. There are many processes in place that do not always add meaningful value but still extend timelines and create friction for clients. I understand why the pendulum swung after the Great Recession, but it needs to return to a more balanced position where banks can execute their core function efficiently and responsibly.

In the meantime, non-bank and hard-money lenders have expanded their presence because they can close quickly without operating under the same constraints. As a result, some borrowers choose more expensive capital simply for the ease of execution. That dynamic is not healthy for the long-term strength of the financial system, and it highlights the need for regulatory recalibration.

How do you stay competitive while maintaining a community-focused approach?

For us, competitiveness begins and ends with relationships. We know our clients, understand their businesses and stay engaged through their growth and contraction cycles. Sometimes that means telling a client they should talk to someone else if another lender is better suited for a specific need. When you act in a client’s best interest, even if it doesn’t directly benefit you, that client will come back.

Because we differentiate through access, expertise and continuity of people, we do not have to compete solely on rate or leverage. Community banks tend to have less turnover than larger institutions, and that consistency matters. Clients want to know who they are working with, especially when the stakes are high. That stability is a competitive advantage on its own.

How are technology and digital tools reshaping the way you serve customers?

Technology has transformed how clients interact with banks. The days of needing a branch on every corner are long gone. Online banking, mobile apps and treasury-management tools allow customers to handle most transactions digitally, improving efficiency and reducing errors for clients and banks alike.

Treasury services, especially positive pay features, have significantly improved fraud prevention. Positive pay by check number, amount and payee name has become essential for protecting business accounts, and we encourage every client to adopt it. As technology evolves, AI will play a role, but it will not replace the value of sitting across the table with a client and mapping out a deal together. Technology can enhance decision-making and streamline processes, but it cannot replicate relationship-driven banking.

Where is Centennial most engaged in community initiatives right now?

Affordable housing is the most pressing need across South Florida, and local and state initiatives have made a meaningful difference. Incentives such as expedited permitting for shovel-ready projects, height allowances in certain corridors and targeted fee or tax programs have helped make these developments more feasible.

Because we are heavily involved in construction lending, those initiatives align with our strengths. In some cases, it now makes more sense for developers to deliver fully affordable projects because of the way incentives are structured. Affordable housing is foundational to community well-being, and supporting responsible projects is an important part of our role.

Looking ahead three to five years, what are your main goals for Centennial Bank in this region?

When I moved here 10 years ago, few people had heard of Centennial Bank or HomeBancShares. Today, more people recognize the name, know a team member or have seen our presence in the market. Over the next three to five years, I want to continue building that recognition while preserving the reputation we have earned for focusing on our niche and taking care of clients.

If we maintain that reputation for consistency, responsiveness and expertise, growth will follow. Metrics are important, but they are outcomes. The real priority is ensuring that when someone needs a banker, they know they can call us and get a real person who understands their business.

As you consider the next phase of South Florida’s economic development, what responsibility do banks have in supporting healthy, sustainable growth?

Even in a strong regional economy, different areas experience different levels of health. Banks must stay mindful of where and how they lend, the leverage they provide and the kinds of projects and clients they support. A failed project affects more than a balance sheet; it can leave an empty site in the middle of a community and make future approvals more difficult.

That is why disciplined lending is so important. We have a responsibility not only to our stockholders but to the cities we serve. Our job as a bank is to make sure that with every loan we do, we make our communities better. If we stay focused on that, we strengthen both the market and the financial institutions operating within it.