Latino Leaders Magazine | Feb/March 2015

SPECIAL FEATURE

LATINO WINEMAKERS’ ROUND TABLE:THE INDUSTRY TODAYL

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THADDEUS ARROYO THE LIFT

OF THE CUBAN

EMBARGO

EXCLUSIVE INTERVIEW WITH THE NEW CEO OF AT&T OWNED IUSACELL

Having acquired Iusacell, Mexico’s second largestwireless service company, AT&T puts Mr. Thaddeus Arroyo, AT&T’s former Chief Information Officer at

the helm of its operation.

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22 One Step Ahead: After being diagnosed with breast cancer, Deliz Santiago knew that she had to find the best way to fight the disease. Enter The Cancer Treatment Centers of America (CTCA) for a successful relationship and an opportunity of healing and renewed hope.

26 The Cuban Embargo: The recent, joint announcement by U.S. President Barack Obama and Cuban President Raul Castro of their joint efforts to “normalize” the relationship between the U.S. and Cuba has been quite polarizing, to say the least. But what does it mean for the U.S., and what does it mean for Cuba?

34 Yvonne Garcia: On providing more opportunities for Latinas, the importance of technology and her idea of leadership.

44 Top Leaders in Finance: A quick reference guide to some of the top Latinos in banking and investments in the U.S. today.

58 Latino Winemakers: Our exclusive coverage of a roundtable recently hosted by Latino Leaders in California to address the unique challenges facing Latino winemakers in the U.S.

SPECIAL SECTIONS / EVENTS COVERAGE

14 Miami Wealth Creation Panel36 Lee Patterson, Northwestern Mutual38 Club Leaders of the Future: NY

IN EVERY ISSUE

6 CONVERSATIONS WITH THE PUBLISHER 8 EDITOR’S LETTER10 LEXUS LUMINARIES12 SOUTHWEST LANDING64 WHAT IS JORGE FERRAEZ DRINKING?

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OOn a recent visit to Los Angeles, I touched base with a long time friend who has helped open too many doors for us in Latino Leaders and far more doors for a lot of Latinos working in the media industry: Alex Nogales, the president of the National Hispanic Media Coalition.

Alex and the NHMC have been responsible for some big accomplishments, like increasing opportunities for Latino talent in Hollywood, making the National TV networks understand better their Hispanic audiences, fighting for the removal of anti-Latino communicators such as Lou Dobbs, organizing seminars and events to highlight the achievements of Latinos in media and many, many more to mention. The NHMC’s Impact Awards Gala in Los Angeles brings tremendous stories of success every year and national attention to their prestigious honorees.

However, the reality is that it is still hard out there for Latinos in the media and entertainment industries. There is still a lack of opportunities, a misconception of roles and a big disconnection between the industry and the Hispanic Community. Latinos are still playing the villains in most of the few leading roles available in movies and TV shows.

The U.S. and CubaIn a recent conversation I had with some leaders in Miami, I witnessed the passion that the proposed new policy between the U.S. and Cuba is causing them and how emotional this issue is for them. Perhaps the most impressive opinion that I heard was from a local leader who said: “I have felt the pain of having to flee and restart all over again here in the U.S., but I must recognize that the solution for Cuba can only come from the ones still living there. Perhaps they need to undergo a Civil War or throw the Communist

Regime out by themselves in order to build their new Country. The Cubans here [in the U.S.], we don’t have much left to do anymore. Our Country is now this one…”

For certain, his opinion changed my conception of the issue forever…

Alex Nogales and the National Hispanic Media Coalition

JORGE & RAUL FERRAEZ / PRESIDENTS OF FERRAEZ USA

A CONVERSATION WITH THE PUBLISHER

“We still have a long way to go”, Alex told me, “but it is good to see a few good advances in different areas.”

6 • February/March 2015

Latino Leaders: The National Magazine of the Successful American Latino (ISSN 1529-3998) is published seven times annually by Ferraez Publications of America Corp., 15443 Knoll Trail, Suite 210, 75248 Dallas, TX, USA, February / March 2015. Subscription rates: In U.S. and possessions, one year $15.00. Checks payable to Ferraez Publications of America, 15443 Knoll Trail, Suite 210, 75248 Dallas, TX, USA. POSTMAS-TER: Send address changes to Latino Leaders, 15443 Knoll Trail, Suite 210, 75248 Dallas, TX, USA.© 2001 by Ferraez Publications of America Corporation. All rights reserved. No part of this periodical may be reproduced without the consent of Latino Leaders: The National Magazine of the Successful American Latino. The periodical’s name and logo, and the various titles and headings therein, are trademarks of Ferraez Publica-tions of America Corp.

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15443 Knoll Trail, Suite 210, 75248 Dallas, TX, USAPhone: (214) 206-4966 / Fax: (214) 206-4970

Connecting Leaders, Inspiring the Future

LANDING

Considered a sleeping giant for decades, Latinos are wide awake in America and making their presence known, from the voting booth to the grocery store. With population num-bers that translate into multi-billion dollar buying power, more and more companies want to capitalize on that poten-tial. Some go it alone, but some would say the wiser ones look to Latino experts, like Miguel Valdes-Fauli and Pinta, a

cross-cultural marketing agency, to lead the way.“I take a lot of pride in our work and clients. It’s exciting to wake up

every morning and count the companies and clients that trust Pinta for marketing services,” asserts Fauli.

From the company name to its website, with tabs like “Our Palette,” “Masterpieces,” and “Paint with Us,” it’s clear that Fauli and his partner Jeff Sharlach place a high value on creativity to get the job done. For Fauli, it also reflects a background that exposed him to politics as well as the arts.

Born in Miami to Raul and Dora Valdes-Fauli, he is the youngest of three. A Harvard Law School graduate and Cuban immigrant, his father opened the first Hispanic-owned law firm in Miami. He would eventu-ally pursue a career in politics, serving a four-year term as Mayor of Coral Gables. His mother, a Tejana, pursued a career in the arts, includ-ing the Artes Américas fair that specializes in Latin American art. She’s currently an art appraiser.

After graduating from Tulane University, where he studied Political Science and Communications, Fauli’s first job took him to a public rela-tions firm in Washington, D.C. Working in an entry-level position, he couldn’t help but notice that he was one of only two Latinos employed there. He says he took it upon himself to expand the reach of the next campaign by reaching out to Latino media. Pleased and surprised when more than ten Latino journalists showed up to the press conference, he says a light suddenly went off. “I realized that I could stay the course at

this firm and fade into the background or I could find a new path and focus on a Latino niche,” he shares.

He began searching for jobs in public relations with a focus on the Latino market. He found one at Universal Pictures, and without an inter-view, he packed his bags and moved to Los Angeles. He got the job and met one of his first professional mentors, Etienne Hernandez-Medina, Communications Chief. “He taught me a lot about the craft of commu-nications,” Fauli admits. “This experience was far and away the most important for me, work wise.”

His next fortuitous meeting was with Sharlach, who founded the Jeffrey Group public relations firm. He hired Fauli eleven years ago, and the two would eventually launch Pinta in 2004.

Touting “the art of cross-cultural marketing,” Pinta offers an ap-proach that doesn’t dissect the Latino market by language, age, eth-nicity, or gender. The approach takes into account, “the full spectrum

of the Hispanic market,” Fauli explains.

“We still face a consistent lack of belief in our market,” he continues. “For a while, it was thought to not be big enough to spend money on, especially in the eighties and nineties. In the 2000s, you be-gan to see them spend a little money against it, but it was still not considered a revenue driver. Now companies see the

enormous opportunity this market has, commensurate with a total market trend, but now it’s a matter of self-preservation for Hispanic firms because big companies look to general market agencies to do the work. We feel that’s a mistake. In this market, companies need a Hispanic focused agency to win big.”

Among the Latino leaders he most admires, he definitely includes his father. “He is the epitome of achieving success and doing so in ethical ways,” and Manny Medina, “who is an incredibly prestigious entrepreneur that sold his business Terremark to Verizon for nearly $2 billion, and then started eMerge Americas to make Miami a Silicon Valley of Latin America.”

Fauli advises young Latinos to do as he did, and rather than stick to a plan, let their dreams and life lead the way. “Let life grab you,” he says, “and run with the opportunities that present themselves.”

MIKE VALDES-FAULI

“I TAKE A LOT OF PRIDE IN OUR WORK AND CLIENTS. IT’S EXCITING TO WAKE UP EVERY MORNING AND COUNT THE COMPANIES AND CLIENTS THAT TRUST PINTA FOR MARKETING SERVICES.”

PRESIDENT AND CEO, PINTA

GETTING TO KNOW MIKE1. Who is your favorite writer/novelist?

I’m a big fan of Doris Kearns Goodwin. 2. If you could have any other job, it would be…?Politician. Intractable problems appeal to me, and I can’t think of anything more challenging.

3. You never leave home without...?My iPhone and my Listerine Mint Strips.4. I like to spend my free afternoons...?

With a demanding job, two sons and a pregnant wife, free time is one luxury I can’t afford.

5. My worst habit is…?Not sleeping enough. I get about five hours per night, and find my mind is unfortunately at its peak right around midnight. 6. The last movie I saw was? Birdman. So proud that two years in a row a

Mexican won the Best Director Oscar!7. My favorite thing to eat is?Sushi. It’s a staple of my diet, given the enjoyment-to-caloric ratio that I really don’t find with any other foods.

8. One thing on my bucket list is…?Taking a month-long vacation without checking emails.

9. My favorite thing to wear is?I’m a big suit guy, so I’m accruing a nice collection of Hugo Boss suits, but there’s nothing better after a long day than slipping into your favorite pair of jeans.

TIPS FOR A SUCCESSFUL AD CAMPAIGN GEARED TO LATINOS

PINTA ENGAGES A THREE-PRONGED APPROACH FOR CLIENTS LIKE T-MOBILE, PFIZER, AND WESTERN UNION:1. HAVE ONE COHESIVE STRATEGY AND

MESSAGE, BUT NOT PHRASED THE SAME WAY.

2. WHEN CREATING A PLAN, GIVE EVERYONE A SEAT AT THE TABLE, INCLUDING A HISPANIC AGENCY. IT DEMONSTRATES RESPECT FOR THE SEGMENT AND ENHANCES SUCCESS.

3. EXECUTE THE CAMPAIGN WITH CULTURAL NUANCES.

14 • February / March 2015

EVENTS WEALTH CREATION SERIES :

MIAMI

WEALTH CREATION SERIES: MIAMIOn October, 6 2014, a group of prominent leaders and professionals gathered at the prestigious Cipriani Restaurant in Miami to exchange ideas as part of the Latino Wealth Creation Series.The series, hosted by Latino Leaders Magazine and sponsored by MetLife and Interjet, highlights the need for more Latinos to engage in entrepreneurial opportunities and their resulting wealth.

October 6, 2014Cipriani Restaurant

We should take advantage of some of our positions and mentor or sponsor emerging Latinos with potential. That will be a good

way to create leaders.

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Education has been a key factor for many business leaders to have their business succeed. However, in the Latino Community that is not always the case; some very successful Latinos have no education at all.

Latinos should embrace their culture and learn from it to find ways to grow their businesses.


Grace Lieblein is not just an ordinary executive. As the Vice

President of Global Quality at General Motors (GM), this

dynamic Latina shares her views on the current challenges and the future of the automotive

industry in America and on why GM is an excellent place for

Latinos to work.

THE AUTO INDUSTRY TODAY AND TOMORROW

What’s your name and position at GM? Grace Lieblein, Vice President Global Quality. What is the most fascinating aspect of the auto industry?The fact that we’re living in a time of exciting changes and tremendous achievements. Our industry is going to see more advances in the next five to ten years than we have seen in perhaps the last five decades. I’m talking about huge improvements in vehicle electrifi-cation, connectivity, propulsion, safety, even autono-mous cars. We’re at the start of a technological revolu-tion that will change the way we drive and interact with our vehicles. The transition will be as momen-tous as the transition from horses to horsepower. The great people at GM are committed to driving these changes based on the requirements and input from customers with the goal to deliver the most compel-ling Chevrolet, Buick, GMC and Cadillac products.

GRACE LIEBLEIN

Vice President, Global Quality, GM

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What is the main challenge facing the indus-try today and how will GM overcome it?The automotive industry is one of the most challenging overall. There’s never a second to rest or hesitate because global competition is fierce. Those companies with the most motivated employees who truly listen to the voices of the customers around the world will be winners. At GM the customer is the center of everything we do. We have developed and established methods to incorporate customer input and requirements into the way we design, engineer and manufacture cars and trucks to win with consumers in markets around the world. We are committed to providing automobiles with the highest levels of quality, fuel-efficiency and safety. Why is working at GM so rewarding?GM has been a home to me since 1978, and I’ve come to personally learn and appreciate how this company places a huge value on several critical components to make both the firm and the individual successful. One of those is the focus GM places on education, especially STEM (Science, Technol-ogy, Engineering and Math) education and promoting STEM careers for Hispanic youth, as well as other minorities. The list of all the STEM initiatives that GM supports is too long to cover here, but suffice to say we are doing everything we can to encourage STEM education across all regions, races, and age groups. And I strongly encourage every other company to do the same thing. It’s the most important thing we can do for the future of our respective companies, industries, communities, and for this nation as a whole.GM is also a rewarding place to work as it affords its employees to learn various aspects of this exciting industry. GM challenges and enables its employees to constantly improve, to share knowledge and culturally relevant insights, and to make it the best place to work. At GM we are proud of our company’s

long-standing commitment to diversity, but we understand that we can’t be locked in time. We know that new chal-

lenges require new thinking and continued innovation. Would you recommend for other Latinos to consider a career in this industry? Why?If you’ve ever entertained a career in the automo-

tive industry, I would invite Latinos to do so. This is an exciting time to be a part of the future of the automobile.

If you enjoy designing and creating a product that makes a difference in the lives of so many, if you want to shape and help drive the world of marketing and advertising, if you want to explore the world of purchasing materials and vehicle com-ponents, or if you want to use your math and financial skills, we have great positions for you. In essence, the auto industry needs people of many diverse talents to help design, build

and sell the next generation of vehicles. In a fast-changing, consumer-driven business like ours, you win by constantly bring-ing a steady stream of new products and technologies that win with customers in the market. And at GM, we’ve never been in a better position to do just that.

“At GM we are proud of our company’s

long-standing com-mitment to diversity”


The AFI Conservatory celebrates diverse voices — which is why all U.S. Latino students are eligible for scholarship support when they are enrolled in our world-renowned filmmaker training program.

The Latino Scholarship Fund at the AFI Conservatory is made possible, in part, by the Latino Donor Collaborative

The AFI Conservatory celebrates diverse voices — which is why all U.S. Latino students are eligible for scholarship support when they are enrolled in our world-renowned filmmaker training program.

The Latino Scholarship Fund at the AFI Conservatory is made possible, in part, by the Latino Donor Collaborative

WHEN DELIZ SANTIAGO FIRST ARRIVED AT CANCER TREATMENT CENTERS OF AMERICA (CTCA) AT MIDWESTERN REGIONAL MEDICAL CENTER

(MIDWESTERN) TO DISCUSS TREATMENT OPTIONS, SHE FOUND SOMETHING THAT HAD BEEN MISSING IN HER JOURNEY TOWARD RECOVERY FROM BREAST CANCER.

THOUGHT LEADERS PANELCTCA AT MIDWESTERN REGIONAL MEDICAL CENTER

CANCER TREATMENT CENTERS OF AMERICA


This place felt like it was family,” Santiago observed and said even small details like someone asking “if I was OK,” made a big difference. “It was a relaxed environment,” she said.

By her second day of meeting with physicians and staff at CTCA at Midwestern in Zion, Ill., Santiago was certain she was in the right place.

“My first day, I had a conversation with a woman who was crying about her illness. The next day, she was all smiles because CTCA gave her hope,” Santiago recalled during a recent discussion at Midwestern, where she entered treatment in 2011.

Santiago is among a growing number of His-panic women who will face cancer at some point in their lifetimes. The American Cancer Society estimates that one in every three women was diagnosed with cancer in 2012. For men, that number increases to one in two.

Breast cancer is the single leading cause of death among Hispanic women. The 2012 figure shows that 17,100 Hispanic women have been diagnosed with and are being treated for the disease.

“That’s one year only, and it’s reasonable to conclude that every year approximately 17,000 women are newly diagnosed with breast cancer, equivalent to all cases of cancer of the colon, lung and all gyne-cologic sites also,” said Dennis Citrin, MB, Ph.D., Medical On-cologist at CTCA at Midwestern.

Dr. Citrin and a panel of CTCA physicians and experts gathered recently at CTCA at Midwestern for a Thought Leaders discussion titled, “Breast Cancer: The New Para-digm for Treatment.” The pro-gram, moderated by Latino Leaders, discussed the disease of cancer, its risks and an inte-grative treatment approach.

Dealing With a Breast Cancer DiagnosisTo hear the words, “you have cancer” can be difficult, even terrifying for women. But like Santiago found at CTCA, there is hope.

“There is good news,” Dr. Ci-trin added. “Understanding the biology [of breast cancer] has become far better over the past

20 years. This helps provide information we can use to tailor an integrative treatment plan for every individual.”

A specific cause for breast cancer is yet un-known but taking initiative to reduce risk is effective. Lifestyle choices which include diet, exercise and regular checkups can assist in prevention. CTCA researchers have found that, among other factors, such as aging, gender, genetics and family history, weight gain during adulthood and excess body fat around the waist may also play a role.

Regular mammogram screenings and self-examinations are recommended for early detec-tion especially for women over age 40. If an ab-normality is detected in either test, the individual should not hesitate to see a specialist in order to receive a correct diagnosis. The longer the de-lay may result in the disease advancing, making treatment more difficult and less effective.

“If cancer is caught early and treated correctly, the cure rate increases,” said Stephen Ray, MD, FACS, DABMA, Medical Director of Oncoplastic and Reconstructive Surgery at CTCA at Midwest-ern. “Just because you have cancer doesn’t mean you have a death sentence,” Dr. Ray said. “Very few women need bilateral mastectomy—a lot can be done to conserve the breast.”

“The first step one should take when diagnosed

is to see a physician who

knows what they are doing.”

– Stephen Ray, MD

Once detection is con-firmed, women have to be their own advocates by taking control of their health care. Major surgery is not always the only option, according to Dr. Ray. There is an abundance of information concerning breast cancer and the decisions for treatment. “Be wary about Internet research. Go to legiti-mate sources,” he warned.

“The first step one should take when diagnosed is to see a physician who knows what

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cent use in this population. It is an important topic to talk about.”

The human body requires balance and har-mony for optimal health. Integrative medi-cine can focus on the prevention of herb-drug-nutrient interactions, side effects of treatments—both short and long term—and worsening chronic conditions during treat-ment such as depression, anxiety and hyper-tension. The ultimate goal of integrative and

they are doing,” Dr. Ray said. “Go see them and follow through with the information received. Take your families for support. If your ques-tions are not being addressed, get a second opinion,” he said. “Be assertive and get the in-formation needed.”

Choosing the Right Path for TreatmentWomen who receive a breast cancer diagnosis must keep perspective, the panel advised. Be-ing communicative and understanding why an integrative approach to treatment is beneficial will provide valuable peace of mind.

The CTCA patient-centered care model com-bines innovative, clinical therapies to fight can-cer such as surgery, radiation and drug treatment with integrative services to support the whole person. Patients are encouraged to remember that knowledge is power. Those who have the right information about prevention, detection and treatment can make better choices.

“We offer integrative oncology care,” said Christina Shannon, ND, FABNO, Clinical Direc-tor of Naturopathic Medicine at CTCA at Mid-western. “A single study in 2007 looked at 42 different studies and found a higher-than-usual use of complementary medicine in Latinos,” Shannon continued. “There was a 50 to 90 per-

naturopathic medicine is to stave off recurrence.

An Empowered, Integrative Approach to CareCTCA clinicians believe that the old paradigm of diagnos-ing breast cancer through surgical biopsy, with the po-


tential of an immediate mastectomy if cancer were confirmed, is no longer a practical way of treating the disease. With new innovations and techniques, the oncologist is able to confirm a diagnosis prior to surgery, providing a person-alized, comprehensive treatment plan.

At CTCA, a patient’s family and caregivers are also incorporated into an individual’s care team and plan, which resonates deeply with patients, like Santiago. “I worked with the whole team,” she said.

Once a patient makes an informed decision and a plan for care, she may face challenges dur-ing treatment, including maintaining optimal nu-trition and weight. Registered dietitians at CTCA provide meal plans and encourage an exercise regimen that is conducive to individual needs.

“We want to prevent malnutrition and main-tain basic intake of calories and protein,” said Kristen Trukova, MS, RD, LDN, CNSC, CSO, Clinical Oncology Dietitian at CTCA at Midwest-ern. “Working toward a plant-based diet is our goal,” she continued. “30 percent of cancers can be reduced by a plant-based diet.”

Caring for a patient’s emotional health is equally valuable. Incorporating family and friends for support is vital following a breast cancer diagnosis and a positive outlook is part of effective treatment.

“Fourteen hundred chemicals are released in the body when it’s stressed. The perception of a ‘threat to survival ’or living with stress can reduce the effectiveness of the immune sys-

tem and alter the brain,” said Katherine Puckett, Ph.D., MS, MSW, LCSW, National Direc-tor of Mind Body Medicine and Mind Body Therapist. “Be empowered,” Dr. Puckett said. “Your attitude plays a big role in whether or not to speak up and seek help.”

Santiago shared her expe-rience as a patient with the CTCA Mother Standard of care during the panel discus-sion. Her key message to other Hispanic women is: “Women need to take charge of their health care and ask questions. Don’t believe everything you hear,” she said. “Get more opinions and seek answers.”

“This place felt like it was family. It was a relaxed environment.”

– Deliz Santiago

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One hundred and twenty years have passed since Cuba’s idealistic and revered hero and poet impulsively rode his white horse into a Spray of Spanish Army bullets by the

island’s Cauto River. Sealing his timeless prose with a final gesture, José Martí’s act begs the question: What would

Cuba’s greatest writer make of the prison his beloved Cuba has become—his elegant words manipulated into barbed

wire against those who would taste the freedom he so fully endorsed with his life.

THE LIFT OF THE CUBAN EMBARGO:

In 1953, a young Cuban revolutionary successfully quoted Martí from memory to win his own freedom; yet in January of 2015, under that same Cuban’s iron thumb, those who sought to honor their hero were rewarded with handcuffs and jail time. Gutsy activist Berta Soler of Cu-ban Ladies in White described this paradox to the Foreign Relations’ subcommittee…”Dozens of activists were arrested for attempting to place offerings of flowers at statues of José Martí …”

As reports of Cuban injustice and criticism of the U.S. butt heads, we are reminded that like many who followed his path northward, José Martí had a love-hatred relationship with America. He experienced personal liberty of choice between the U.S. and his homeland, and he saw the positive and negative aspects of both. His present day countrymen and women deserve

no less, but it will not be handed to them without cost--that’s the harshest reality of all.

Lifting the embargo on Cuba is by no means the perfect cure-all, but beyond lining the Castros’ pockets, it should create more wiggle room, ex-posure to freedom, and opportunities for every-day Cubans. As American companies impact the economy and communications widen, Cubans will emerge from the shadows. Could that imply that real freedom is not far behind? The Pope, the

IT’S COMPLICATED“Man loves liberty, even if he does not know that he loves it. He is

driven by it and flees from where it does not exist.” --José Martí

By Judi Jordan

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President, a majority of the American people, and the International Com-munity are all in varying degrees of agreement and dissent with a variety of politicians—some of whom are at war with their own parties over this old, unfinished and painful page of history. If it sounds like an episode of the Colbert Report, may we remind you that show is now off the air. No, this conflict, about “the conflict” is real…and it is intense.

Layers of emotion permeate every chapter, and mistrust abounds in the Cuban-American story. That somehow this very bold—and far from perfect---act trans-pired under the radar of key players, has upset certain members of the ruling bodies on both sides of the ocean.

Therefore, it is primarily politicians—not heads of industry or the American people--that are reacting with shock and dismay at this move, in the works for 18 months--and the secrecy surrounding it. As any-one in this country knows, Washington is the hardest place to keep a secret. Yet, if we are to believe the narrative—it would appear that Pope Francis, Presi-dent Obama and Raúl Castro could teach James Bond a thing or two. The resulting aftershock has attracted more players – and agendas--than a “telenovela”. After


fifty-plus years of sequestration, sleepy little Cuba is suddenly the international lightning rod for politics off the grid—as events conspire to determine destinies of nations, legacies and souls.

The brunt of the blame and ire for this has been directed at President Obama, but this action would never have come to pass without a certain ‘white knight’ in Rome. Yes, the Pope has friends in high places, and as has been obvious from day one of the papacy, Francis is his own pope.

What Pope Francis really wants is a “Cuba Libre”. As Jorge Mario Bergo-glio, he denounced the U.S. embargo and economic isolation of Cuba that deprived the island. “The Cuban people must overcome this isolation,” he wrote. The book’s first chapter “The value of dialogue,” asserts that discus-sion is the only way to end Cuba’s isolation. And conversation is a two-and sometimes--a three-way street.

His role in the “speed date” between Barack Obama and Raúl Castro is not a passing interest; besides the obvious spiritual motivation, Pope Francis has an in-tellectual, emotional investment in Cuba. U.S. President Barack Obama thanked him in a nationally televised address for the help that the Pope provided in fa-cilitating the beginning of normalization in relations between the United States and Cuba. The popular pontiff, Obama said, wrote personally to both Obama and Cuban President Raúl Castro, urging them to find a way to resolve Cuba’s

imprisonment of U.S. citizen Alan Gross. This, of course, opened the door to big-ger things. In the address, Obama gave the Pope his due. “In particular,” Obama said, “I want to thank His Holiness Pope Francis, whose moral example shows us the importance of pursuing the world as it should be, rather than simply settling for the world as it is.”

For his part, Pope Francis plans his first trip to the United States in Septem-ber 2015. The Pontiff’s plans for a visit to Cuba are as yet undefined, and we’re

about to see how the embargo’s status evolves as the 2016 election begins to heat up. Pope Francis, with his 80% + approval rating, is way more popular than any U.S. politician, so it’s worth noting that Francis’ effort has rattled certain bishops and longtime allies in the Republican Party, to say the least.

Two such examples are U.S. Sen. Marco Rubio, whose parents are from Cuba--and Jeb Bush, both from Florida, both Catholics, both considered GOP presidential contenders…both blasted Obama’s deal, but as it has been remarked: “When Republicans are attacking Obama on Cuba,” tweeted Political Wire publisher Taegan Goddard, “they’re also attacking Pope Francis.” But the Pope has his own defenders. “Pope Francis did what popes are supposed to do: build bridges and promote peace,” Miami Archbishop Thomas Wenski said after the announcement was made about the U.S.-Cuba agreement.

To review the complete story, in Dec 2014, Presi-dent Obama announced the first breakthrough in

U.S. policy toward Cuba in 51 years, with the inten-tion of stabilizing relations between the two coun-tries and the opening of a U.S. Embassy in Havana. After 18 months of secret talks, Obama and Cuban President Raul Castro agreed in a Dec. 17 phone call on the formal reopening of embassies and an eas-ing of some restrictions on commerce as well as a prisoner exchange. The historic deal also involved a swap of prisoners convicted of espionage in both the U.S. and in Cuba. Three Cubans imprisoned in the U.S. returned to a heroes’ welcome in Havana in December. Recently, the family of Rolando Sarraff, a high-level Cuban spy for the CIA revealed that that he was now in the United States. Sarraff, a former cryptologist in Cuba’s Directorate of Intelligence who helped to crack a Cuban spy network in Flor-ida, was hailed by Obama as one of Washington’s most valuable assets when he announced the thaw in relations. Obama said: “We will end an outdated approach that for decades has failed to advance our interests and instead we will begin to normalizing

“WE WILL END AN OUTDATED APPROACH THAT FOR DECADES HAS FAILED TO ADVANCE OUR INTERESTS

AND INSTEAD WE WILL BEGIN TO NORMALIZE RELATIONS BETWEEN OUR TWO COUNTRIES.”

- U.S. PRESIDENT BARACK OBAMA

U.S. PRESIDENT BARACK OBAMA AND CUBA’S PRESIDENTRAUL CASTRO

U.S. SEN. BOB MENENDEZFORMER CUBAN PRESIDENTFIDEL CASTRO

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relations between our two countries.” He added: “These 50 years have shown isolation has not worked. It’s time for a new approach.”

Hence, we are now witnesses to the time-lapse melt of the tip of the 90 mile-long iceberg that has suspended time for 11 million people for more than half a century. As always, when the stakes are high—or in this case, incalculable-with the weighty influence of a hands-on Pope, a major election, chronic misbehavior of Cuba’s allies in Russia and the Middle East; a scenario that only months ago was a non-conversation has become an impending litmus of democracy. With political stances aplenty to assess, if you blink you might just miss a motivation.

While the Obama administration does not plan at this point to lift the long-standing U.S. economic embargo on Cuba, which would take an act of Congress, it is moving forward on the embassy in Havana. On an optimistic note, a U.S. presence could provide a more watchful eye on the human rights violations and begin to curb their frequency. It is a process that will be criticized every step of the way. The U.S. officially severed diplomatic relations with Cuba in 1961, two years after Castro and his followers ousted U.S.-backed dictator Fulgencio Batista.

Ideally it will be the Cuban people who finally have a say, but even as Raúl Castro called on the United States to “remove any obstacles that hinder ties between our two countries”, proponents and cynics alike wonder what Castro is doing about his own ‘obstacles’ in this quest. Certainly one

obstacle is his big brother, Fidel. Of the agreement, Raúl said: “This decision by President Obama deserves the respect and recognition of our people. However,” he added, “this does not mean that the most important issue has been resolved. The embargo on our country ... has to end.” Despite “profound differences,” Castro said, “Cuba is willing to talk to the United States about thorny subjects, including human rights and democracy.” That may sound good now…but we’re going to have to wait and see.

In the meantime, his brother, Fidel, is offering his own, contradictory sound bites. The former president sounds like an experienced negotiator speaking to a very slow adversary; a man unaccustomed to being chal-lenged. Says Fidel: “I don’t trust the policy of the United States, nor have I exchanged a word with them, but this does not mean I reject a pacific so-lution to the conflicts…” And more perplexingly, “We will always defend cooperation and friendship with all the people of the world, including with our political adversaries.”

Undeniably, the younger Castro has his own share of issues: poor per-sonal health, a backseat driver of a former president, and a stumbling economy hamstrung by the Soviet meltdown. With such a severe short-age of goods to buy, the traditional black market back pocket scenario isn’t working for anyone. Small wonder Raúl wants to shake hands with America. Accordingly, many have doubts that this will be fully effective

BASIC LEGAL ARGUMENT: IT’S NOT WORKING-THE FINE PRINT

“These 50 years have shown that isolation has not worked,” Obama said. “It’s time for a new approach.”

The Fed has failed to meet its fundamental burden of proof. First, legislation codifying the embargo—i.e., the “Helms-Burton” Act of 1996—has not achieved either of its two primary objectives: regime change and for-eign investment deterrence. The first failed objective is obvious: the Castros remain in power; Cuba’s strong-arm government has not ceased to implement its harsh authoritarian communism. Failed objective number two: according to a running tally by the U.S.-Cuba Trade and Economic Council, approximately 4,500 companies from over 100 countries import to, export from, pro-vide services to, or have investments within Cuba. Whoops.

until Cuba is Castro-free. But many others argue that it’s a start. Truly great men rise above the differences in philosophy in favor of the greater good of the people. Decent men try.

STRONG OPINIONSIn a strange scenario, a very mixed bag of politicians and White House officials are going toe-to-toe with Republican leaders and Cuban-American lawmak-ers such as Senator Marco Rubio, Republican of Florida, who wants nothing to do with Cuba and has threatened to keep the president from appointing an ambassador, or funding an embassy, in Havana. At a Capitol Hill hearing, Rubio called the moves toward Cuba “concessions to tyranny.” Conversely, Democrats and GOP’s alike have endorsed the ‘lift’ due to personal connections with Cuba. Many, but not all Democrats approve, and surprisingly, not every Republican is against the Cuba move either. Arizona’s Republican Senator Jeff Flake was sworn to secrecy and sent on a covert flight to Havana with

PRES. OBAMA

RAUL CASTRO


Congressman Chris Van Hollen, Democrat of Maryland and Senator Patrick J. Leahy, Democrat of Vermont, to bring home Alan P. Gross. Flake has invested ten years of his career in the uphill battle to ease restrictions on Cuba. He is the de-facto Republican protector of the new Obama policy. Flake authored a bill to end the decades-old ban on American travel, and slowly but surely, he’s made headway. Six Republicans have also joined Sen. Flake, endorsing a letter to the President in favor of expanded trade and travel with Cuba. For Flake, it’s about liberty, and being able to travel. In 2000, as a congressman, Flake founded the ‘Cuba Working Group’ with a Massachusetts Democrat, Bill Delahunt, in an effort to loosen restrictions on Cuba.

Still, despite considerable public approval, Obama’s call for an end to the eco-nomic embargo drew outraged uproar, bitter scorn, and resistance, in a rare dis-play of solidarity from all six of the Cuban representatives in both houses. And they have been vocal. Chairman of the Senate Foreign Affairs committee Robert “Bob” Menéndez called the decision “misguided.” Of the effort, he said: “I think it stinks.” Ileana Ros-Lehtinen called it “Futile”, and added: “This irresponsible deal does not hold the Castro regime accountable, as they have made no com-mitments to expand democratic principles on the island.” Carlos Curbelo, the newest Cuban member of Congress voted in favor of the immigration bill, but is staunchly opposed to contact with Cuba. “We have a duty to do everything we can to block the initiative announced by the president,” he said. Texas Junior Senator Ted Cruz called the move “A tragic mistake” and also called Cuba “a lead-ing state sponsor of terrorism.”

However, backed by enthusiasm from enough quarters, domestic and inter-national –not to mention the Pope’s blessing, Obama said he was ending what he called a rigid and outdated policy of isolating Cuba that had failed to achieve change on the communist-led island.

THE BENEFITSThe important question is, who benefits from all of this effort? Everyday Cubans, questionably. According to a fact sheet published by the White House, the change in policy will also allow U.S. citizens to send more money to Cuba on a monthly basis, and therefore facilitate their travel and improve daily living conditions. Many more Cubans have been finding their own routes to liberty through vari-ous means. U.S. Customs and Border Patrol figures show that more than 22,000 Cubans arrived at the U.S. borders with Mexico and Canada in the fiscal year that ended in December. That was nearly double the number in 2012, the year before restrictions were lifted. Many Cubans are using an opportunity offered by Spain in 2008, when it allowed descendants of those exiled during the Spanish civil war to reclaim Spanish citizenship. A Spanish passport allows visa-free travel to the U.S., Europe and Latin America. The number of Cubans holding a Spanish pass-port tripled between 2009 and 2011, when it hit 108,000. Many of those Cubans

fly to Mexico or the U.S. on their Spanish passports, after which they then present their Cuban passports to U.S. officials. Thousands of other travelers make their first stop in Ecuador, which dropped a visa re-quirement for all tourists in 2008. The number of Cu-bans heading to Ecuador hit 18,078 a year by 2012, the latest year for which statistics are available. From there, many hopscotch north by plane, train, boat or bus through Colombia, Central America and Mexico. Costly exit visas are no longer required, and Cubans may leave and return to the island legally. Reform of property laws now allows Cubans to sell homes and vehicles. This helps raise the cash needed to

“MY SISTER SAID THE BEST THING ABOUT THE SHOW WAS, AND THIS

HAS STAYED WITH ME, ‘THINGS LIKE THIS DON’T HAPPEN TO

PEOPLE LIKE US.’”

ON AN OPTIMISTIC NOTE, A U.S.

PRESENCE COULD PROVIDE A MORE WATCHFUL EYE

ON THE HUMAN RIGHTS VIOLATIONS [IN CUBA] AND

BEGIN TO CURB THEIR FREQUENCY.

LATIN

O L

EA

DE

RS

lat inoleaders.com

purchase plane tickets. The dangerous style of Cuban migration is shifting to air and land. Some Cubans still try the sea approach—those figures reached nearly 4,000 people the past year; but the largest number came from people entering the US by land; Cubans flying to the United States are generally wealthier and well educated. They are Cuba’s loss and America’s gain. Those who wish to return and start a business selling to the U.S. with their hard-earned dollars might sense opportunity with the lift.

But predictably, Castro will not make it easy. Beyond securing permission from their own authorities, another problem for potential Cuban exporters may be coming up with “documentary evidence’’ that will satisfy the U.S. government that they are indeed private entrepreneurs. Red tape is to be expected; but many are willing to brave it with Cuba as a ‘new frontier’ to be explored for certain industries.

For Non-Cubans, particularly in the business sec-tor, an embargo-less Cuba is a golden opportunity that will require patience to harvest. Agriculture, air-lines, travel, tech, personal care, breweries, bank-ing, communications--are all areas of commerce overeager to share. Jet Blue will begin flying directly in June, and of course, American, Delta and United have expressed interest as well. There’s plenty of room for telecoms such as Verizon, T-Mobile and AT&T Inc. to expand, but it’s going to take some time. Only about fifteen percent of people in Cuba have access to the internet, one of the lowest rates in the world, and loosening the grip on that ‘cone


Copa Holdings SA and Coca-Cola Femsa SAB, the world’s largest Coke bottler. Prior to Obama’s an-nouncement, Cuba had been looking for foreign investment. The government issued a report late in 2014 focused on energy, agriculture and tour-ism enterprise. Cuba’s plans involve over 20 new hotels, golf courses and condos, in addition to oil wells and aluminum factories for beer and soft drinks. Cruise operators have eyed Cuba hun-grily for years. Many have plans ready to go just waiting for the green light of relaxed restrictions. With Raúl Castro’s November 2014 lifting of re-strictions on Cubans buying homes, money has slowly begun to flow within the island.

REAL FREEDOMHuman rights issues, however, must not be tram-pled upon in the zeal for commerce. Optimism hovers in the wake of the deal that this will provide a safer environment for activism. Recently released

rapper Angel Yunier Remón Arzuaga, known as “The Critic”, said that the U.S.-Cuban deal “Gives me the strength to keep demanding our rights and freedoms”, calling it “a historic moment, an over-whelming event for my country, and I feel very proud”. But reports of re-arrests of released pris-oners are reaching the U.S. and are unsettling ‘red flags’ for lawmakers.

This is a big part of what concerns Bob Menén-dez, and justifiably so. Speaking of Cubans still in the island, Elizardo Sánchez, founder of the Cuban Human Rights and National Reconciliation Com-mission recently said: “None of them have uncon-ditional freedom. None of them.”

But still, voices are being heard in Washington D.C., and as Berta Soler spoke up, eyes afire, her flawless ebony skin aglow against the snow-white garment that has made her both a target and a symbol of courage, spoke a phrase that echoed for millions: “Cuba sí! Castro no!”

of silence’ will take time. However, NETFLIX-- never one to wait – has already launched service there for $7.99 a month despite the average take-home salary of Cubans being roughly $17.00 a month. And spontaneous travelers might suffer a rude awakening. Anyone expecting a luxury room will need to book way ahead, as high end hotels are scarce. There are around 61,000 hotel rooms in Cuba—against the current demand for approximately 150,000.

There is business to be done, for sure. To say there is room for economic improvement and American business ingenuity is a vast understatement. “The only thing that works in Cuba is the black market,” says Jorge Salazar-Carrillo, professor of economics at Florida International University in Miami. “It’s the most inefficient economy in the world, with the exception of North Korea.” But even the black market of late has been drying up. The World Bank, citing 2011 data, pegs the island’s gross domestic product at more than $68 billion -- about what the U.S. produced that same year in a day and a half, according to data compiled by Bloomberg. Cuba’s GDP is pegged to uptick 1.2 percent this year, according to the Economist Intelligence Unit, which compiles data on Cuba. That growth could bump to four percent over the next few years without ad-ditional trade with the U.S., the researcher reported. While Cuba has some of the best trained workers in Latin America, foreign companies will encounter a weak road and rail network and rampant corruption.

Yet, Obama stated: “Businesses will be able to sell goods that enable Cu-bans to communicate with the United States and other countries.” According to USA Today, Josefina Vidal, Cuba’s diplomat in charge of making the island accessible to U.S. telecommunications companies, announced that she is ready to talk about business opportunities that “could be of benefit to both sides.” Cuba, potentially, offers a “wonderful” business opportunity because it has the “least developed telecommunications system in the Americas,” said Scott Belcher, CEO of the Telecommunications Industry Association. How-ever, Cuba is on the State Department list of terror-sponsoring states. This automatically requires special approvals for exports. Jack Nadler, a partner at law firm of Squire Patton Boggs, is an expert in the telecommunications field, and he wants to discourage get-rich-quick illusions. “Anybody that thinks they’re going to jump into Cuba, and it’s going to be easy--they’re going to be sorely disappointed.” “Companies that recognize this as a high-risk with potentially high-long-term-reward situation will have some good opportuni-ties in an exciting but very challenging market.”

Obama’s plan has seen shares of some companies shoot up in anticipa-tion: Herzfeld Caribbean Basin Fund is a closed-end mutual fund that aims to profit from a resumption of trade between the U.S. and Cuba. Herzfeld, which oversees $45 million, jumped 47 percent. Its top holdings are airline

U.S. SEN. TED CRUZ HAS EXPRESSED STRONG OPPOSITION TO THE AGREEMENT.

HUNDREDS OF EXILED CUBANS IN MIAMI GET READY TO TRAVEL BACK TO THEIR HOMELAND.

Story by Judi Jordan

Describe your management style… It can vary with what the situation necessitates, but in general I prefer to empower others to act, build teams and foster collaboration. I always put my team first and treat them like family – a trait I attribute to my culture as a Latina. What is your cur-rent personal mission? To help establish and present a new narrative to the world that will dispel misconceptions and mitigate limited exposure to the fullness of women and the Latino community. It entails creating the opportuni-ties for access to and success in the top schools in the country and the world. I am actively striving to ‘write the story’ of the growing number of Latina leaders that ALPFA and corporations like State Street are developing into top executives to lead global corporations. What does State Street do differently? State Street Corporation is a very enlightened corporation that not only gets the impor-tance of attracting Latinos and Latinas intellectually, but also as a matter of practice. They have been a steadfast supporter of ALPFA for ten years. State Street is not just limited to checkbook diplomacy, but rather, it includes shaping the conversation by involving their top tier leaders in the conversation and ag-gressively recruiting the top Latino talent that ALPFA has in abundance. Do you go for the high risk/reward dynamic or slow/stable scenario? I believe this was the conundrum that the Muses posed to Achilles- live a happy long and uneventful life or one that is short but where you will be a legend forever more. The truth is, as leaders we all face decisions throughout our careers that require a risk/reward trade off. As a leader, it’s a choice you make with yourself, your family and your

Leading on the “EDGE” of Innovation

The SVP, Global Head of Client Solutions Group and PMO of the State Street Corporation, who also serves as Chairwoman

of BOD ALPFA, Yvonne Garcia is also a top example of leadership. Here, this Six Sigma Black-Belt and Army ROTC graduate shares her mission to create an environment of

greater opportunities for Latinas, her vision of the future, and her long-term career goals.

Yvonne Garcia

team. Any leader will tell you there is no one answer that satisfies every situation. Leading is perilous and to lead means you are taking risk on multiple fronts. Is technology the true edge

for staying on top, or is it more about big ideas and their implemen-tation via technology? The short answer is yes, technology is

omnipresent, and there is no getting around that. However, if I were to look into my crystal ball, I see more trends towards

the latter: applied solutions through technology. It’s always been about ideas, the vision of what is under the sun and how

we can reinterpret, enhance and create more value on many fronts by developing new models. Technology will definitely

continue to reshape our previous definitions of things and how we work and live. What new technology are

you most excited about? Driverless cars. They will change the way we work, the configuration of

cities suburbs, economies and more. As a Six Sigma Black Belt how long did you study to achieve that and what motivated you to do so? I acquired

my Six Sigma Green Belt and Black Belt in 1 ½ years. It required 7 weeks of classroom training and running a large initiative. I was

able to use the development and implementa-tion of the private wealth management centers

in China as my Six Sigma project. What exactly is the process? Do you have a military approach?

The military teaches you a lot about yourself and how to be prepared for many situa-

tions. It teaches you to work with a team of people from diverse backgrounds

and most importantly it teaches you to focus on your mission, while holding

yourself and those around you to a high standard. It teaches you to lead

and ensure you are looking out for the well-being of others. I had the benefit of being part of ARMY R.O.T.C for two

years and will always remember it as the best leadership training I have ever experienced. Where do you see yourself in

ten years? My long term goal is to become a CEO of a global corporation while giving back to my community and opening doors

for the generations that follow.



Patterson knew he wanted to make a difference in the lives of student athletes when he saw a photograph of his college football team and realized that only two of the 23 young men in his class, includ-ing himself, had graduated from college.

Not one to sit on the sidelines, Patterson wondered how he could impact student athletes in Phoenix, where he works as a managing director and financial advisor for Northwestern Mutual. His duties include expanding the company’s college internship pro-gram, so Patterson decided to contact an athletic official at ASU. The two hit it off.

“We put our rivalries aside,” said Patterson, laugh-ing. “We focused instead on what we could do to help student athletes recognize and take advantage of the opportunities in front of them.”

Six years later, Patterson has become a familiar face on the university campus, offering one-on-one mentoring to athletes as they explore career oppor-tunities and serving as a guest speaker in a life-skills course designed for junior and senior athletes.

His message is clear: Many of the traits shared by successful athletes—good sportsmanship, teamwork, the love of competition, the ability to lead and the desire to win—are the same attributes employers seek when building a business team.

As a football player at the University of Arizona, Lee Patterson never imagined that one day he would partner with rivals at Arizona State University (ASU) to help student athletes recognize the value of teamwork as they pursue their endeavors off the field.

SUCCESSFINDING

“I truly believe that it takes a village to achieve suc-cess,” he said. “No one person has all the answers or great ideas. It takes teamwork.”

It’s a philosophy that for years has guided Patterson, who has incorporated his passion for teamwork into his professional role at Northwestern Mutual and his parental role at home. All three of Patterson’s children—ages 7, 4 and 2—take part in sports.

“Sports teach my kids the value of discipline and work-ing with others to achieve a common goal,” he said. “It also offers lessons about losing, which is a part of life.”

As a financial advisor, Patterson helps clients from all walks of life achieve their financial goals. He’s also responsible for building a winning team by recruiting and mentoring colleagues at Northwestern Mutual.

As he grows his team, Patterson is looking for di-versity—bringing together people with different skills, strengths and cultural backgrounds. “You wouldn’t want a team full of quarterbacks,” he said. Diversity is key to building a successful team at Northwestern Mutual with the talent and energy to empower clients.

A marketing and management major at the University of Arizona, Patterson was recruited to join Northwestern Mutual after graduation. “I thought I’d give it a shot for six months,” said Patterson, who was set to return to his native New York. “Six months have turned into 10 years. It was one of the best decisions of my life.”

THROUGH

TEAM WORK

Patterson discovered that working at Northwestern Mu-tual offered the autonomy he wanted with access to a team of professionals to assist him and his clients as needed. His role as a mentor to new recruits at Northwestern Mutual and the student athletes at Arizona State University is particularly rewarding.

“My vision is to deliver a posi-tive impact with passion, and that’s exactly what I do on a daily basis with my clients, col-leagues and student athletes,” he said. “My goal is to develop leaders who can impact their community—not just in Ari-zona, but across the nation.”

At ASU, the visions are as diverse as the students. There’s the soccer player seek-ing advice on establishing a nonprofit organization to assist young girls once she gradu-ates. He connected another athlete interested in the Central Intelligence Agency with local enforcement officers so she can learn more about the criminal justice system.

Among the most inspirational students is the football player who was paralyzed by a gun-shot wound when he was home during a school break. The student will never walk again, but that hasn’t dampened his desire to become an attorney. Patterson is working with his clients, many of whom are attorneys, to get the student a summer internship.

“I feel blessed to have met these students,” said Patterson, who advises the athletes “not to let someone else put blinders on your vision.”

It’s a lesson Patterson takes to heart. “I always shoot for the moon,” he said. “If I miss, there are plenty of stars.”

“I truly believe that it takes a village to achieve success. No one person has all the answers or great ideas. It takes teamwork.” - Lee Patterson

Northwestern Mutual is the marketing name for The Northwestern Mutual Life Insurance Company, Milwaukee, WI and its subsidiaries.Reprinted with permission from Latino Leaders magazine.

EVENTS

NEW YORKCLUB LEADERS OF THE FUTURE:

On November 20, 2014, an exciting group of young Latino professionals convened at the Bull and Bear Room of the Wal-dorf Astoria Hotel in New York City for an evening of solidarity, networking and discussions on Latino leadership. The event, which was sponsored by Shore and North-western Mutual, attracted a fine group of young Latinos in a variety of fields, and it served as a forum to exchange ideas about leadership in the Latino Community.

38 • December 2012 / January 201338 • February/March 2015

www.latinoleaders.comFOR MORE OF THE DISCUSSION, VISIT:

PRESENTED WITH THE SUPPORT FROM:

Photos by: Kevin Kane, OK Studio, NY

Juan HenschienNCS ControllerSouthern Cone at Tetra PakJuan Henschien served as NCS Controller for Southern Cone at Tetra Pak, the world’s largest food packag-ing company, where he oversaw the implementation of a new commercial structure across Argentina, Uruguay and Chile. He is currently enrolled as a student in Columbia Business School’s MBA program, and is the co-founder of Frontera, an e-commerce platform start-up aimed at facilitating trade between small and medium sized companies in the U.S. and Mexico. Juan was born in Buenos Aires, Argentina, but has lived in several countries across the Americas, Europe and Asia. He completed his university studies in Switzerland, graduating with honors from Web-ster University with a Bachelor of Science degree in Business Administration and a minor in Psychology.

David Fernández de CórdovaStrategic Planning ManagerShore Consulting Group

David Fernández de Córdova served as Strategic Plan-ning Manager of Shore Consulting Group, a profes-sional services firm founded in 1960 with operations in Mexico and the US. He is experienced in consulting, strategy, organizational design, and turnaround opera-tions. David has been instrumental in Shore’s transfor-mational process. He was a key element in helping the organization become more profitable and increase its market share. This included adding new businesses to the company’s portfolio, which detonated the com-pany’s growth as well as its expansion to the United States. David serves on two advisory boards in the microfinance and wearable technology industries and is currently in the process of completing his MBA at Columbia Business School in New York in May, 2015.

Joseph García, IIIProduction Manager | Hennessy CognacStrategic Experiential Group

Joseph was born and raised in New York City. He worked with Remy Martin from 2006 to 2009 and during that time he was responsible for managing Remy’s promotional campaigns. In 2013, Joseph started The Bronsun Experience, an event marketing and consulting company that focuses on connecting brands to the lifestyle and culture of the trend-setting and progressive community by providing brands with relevant content and memorable experiences through events. Joseph’s expertise focuses on his ability to facilitate strategic connections, whether it’s linking brands to target audiences or individuals with synergistic goals. He created Blue Smoke and Agua Dulce nightlife events, which are held at several venues around New York City and that combine the ideals of creativity, affluence, entrepreneurship and diversity to generate a fulfill-ing social experience. These events have generated over 10M impres-sions on GlobalGrind.com, Bossip.com, Zimbio.com and BET.com.

Jessica CruzSenior Staffing AssociateDiversity Recruiting Prudential Financial

Jessica Cruz is a Senior Staffing Associate for Prudential’s Diversity Recruitment team. In this capacity, Jessica manages the planning and execution of diversity recruitment events for the company. In ad-dition to coordinating event logistics and business participation, she is responsible for candidate tracking and follow up communications. Prior to joining Prudential in November 2013, Jessica was a Recruiter at Townsend & Associates. She focused on contract and full-time placements for Fortune 500 companies nationwide, while also maintaining candidate records in applicant tracking systems. Jessica earned a B.A. in Psychology from Fairleigh Dickenson University. She spent four years on the leader-ship board of Delta Phi Epsilon Sorority as President, Vice President, and Community Service Chair. Jessica is an AIRS Certified Diversity Recruiter and LinkedIn Certified Professional. She currently resides in Morristown, NJ.

Lisa Velázquez, M.A.CEO and FounderWonder Womyn & Lisa Talks Love

Lisa is the Founder & CEO of Wonder Womyn & Lisa Talks Love. As the Modern Woman’s Go-To expert on sex, dating and relationships, Lisa is a highly sought-after “Lovestyle” Coach, Sex Therapist/Educator and Key-note Speaker that has been featured in numerous radio and print media, such as Latina Magazine, Today’s Leading Women, New Latina, Power Women Radio, Radio, Living Latina, etc. She was the 2012 Hispanic Heri-tage Month Keynote Speaker at Caldwell College in Montclair, NJ. Lisa’s first online love advice column “Your Intimate Q&A” was published in the book “Identity- Accept. Appreciate. Achieve”. She was also published as a Contributing Author in the e-book The New Latina Guide to a Fabulous 2011. She is currently on the Latina Initiative Advisory Council of Girls Incorporated. Lisa attended Teachers College, Columbia University for a Masters in Clinical Psychology, and is a Certified Sex Therapist, Sexual-ity Educator and Facilitator for Preventing Adolescent Pregnancy.

Jon MillánProduct SpecialistMasterCard

Jon Millán is responsible for the support of MasterCard global debit product strategy. In this role, he delivers end-to-end product optimization and manage-ment through competitive differentiators for MasterCard through deep market analysis. He has successfully launched marketing campaigns in the U.S., Latin America, and Canada. Born in the U.S. to Colombian parents, Jon is fluent in Spanish and presides over the MasterCard Latin Network Business Resource Group. He is also ambassador for MasterCard’s Hispanic/Latino focused finan-cial literacy & advocacy program—“Master Your Card Oportunidad” and has presented to constituents at industry forums throughout the United States. In May 2011, he graduated Cum Laude from Manhattanville College, receiv-ing his Bachelor of Arts degree in political science. Jon completed two majors: legal studies and political thought. He chairs the committee/board for the ’44 Manhattanville College scholarship for excellence in philosophy & world religion. He currently is also an MBA candidate at the D’Amore-McKim School of Business at Northeastern University, expecting to graduate in 2017.


Alexander Reyes, CPA Partner, Mitchell & TitusA Member Firm of Ernst & Young Global LimitedAlexander is currently a Partner in the New York offices of Mitchell & Titus, a member firm of Ernst & Young Global Limited (EY), where he provides a broad range of assurance and advisory services for private equity, venture capital, real estate, and financial services clients. Alexander has extensive experience with financial statement assurance, accounting advisory, business performance improvement, and regulatory compliance for both large and middle market companies. He also delivers audit services to large corporate pension funds with complex investment portfolios. Alexander was raised in the Bronx, NY, and earned his B.S. in accounting from Fordham University. Alexander serves as a frequent panelist at various events and continues to be passionate about the power of giving back to his community and serving as a role model to the next generation.

Anyi Espinal Member Relations Manager MFHA

In her role as Member Relations and Program Manager for the Multicul-tural Foodservice & Hospitality Alliance (MFHA), Anyi manages strategic partnerships with some of the largest national corporations in the hos-pitality industry. As a Program Manager, she directs Showcase of the Stars™, a live, in-person career exploration event for minority high school and college students that is staged throughout the country to showcase successful professionals from all segments of foodservice and hospital-ity. Prior to joining MFHA, she taught soft skills to formerly incarcerated individuals in Providence and helped several find employment and re-integrate into society. Anyi emigrated from the Dominican Republic in 2001, and earned a B.A. in English from Rhode Island College in 2010. Outside of MFHA, Anyi leads community outreach efforts, particularly within the Latino/Hispanic community, and participates in projects provid-ing cultural expertise and insight. She currently sits on several Boards.

Carlos Valverde Rojo, M. Arch. Associate Construction Manager for 3WTC Silverstein Properties, Inc.

Since 2009, Carlos has worked at the prestigious real estate investment and development firm Silverstein Properties, Inc. While there, Carlos has contributed to the construction of a variety of commercial and residen-tial development projects in New York City, including The Silver Tow-ers, 3 and 4 World Trade Center, and both commercial office buildings and shopping centers in downtown Manhattan. Carlos has a Bachelor of Architecture from the College of Architecture, Design & Construc-tion Management at Wentworth Institute of Technology in Boston, and a Master of Architecture at Wentworth Institute of Technology. He currently serves on the Executive Board of the Mexican Professionals Association in New York Foundation, and on the Board of Directors of Mixteca Organization, a non-profit in Brooklyn, NY that offers health and education programs for the underprivileged Latin American community.

Victor Arias Account Supervisor EdelmanVictor arrived in Edelman with a broad background in serving the Hispanic market for both corporate and government agency clients. He was most recently in charge of managing all client accounts for the Hispanic Communications Network (HCN), a Washington, D.C. based PR firm, including providing media relations and public affairs support for the U.S. Department of Health & Human Services (HHS), USDA, and other public and governmental agencies. For Edelman, Victor provides client account management for Heineken, Barilla, Time Warner Cable, Kellogg’s and Johnson & Johnson. Victor is originally from Dallas, Texas and holds a Masters of Business Administration in Marketing from the Mendoza College of Business at the University of Notre Dame and a Bachelor of Arts in International Studies from Austin College. Victor is an active member of the National Society of Hispanic MBAs (NSHMBA) and is a former Vice President of Marketing for the NSHMBA, Washington, D.C. Chapter’s board.

Julissa PolancoNetwork Business PartnerHSBC Bank USA

Julissa began her career as a Sales Assistant for HSBC Securities in 2005. Within months, she moved to HSBC Bank as a Sales Support for Queens, Bronx Westchester. A few years later, she took the position of Executive Assistant for a larger territory of 55 branches supporting the Outer-boroughs District Director for Brooklyn-Queens-Bronx. In 2010 she received the HSBC “Living the Brand” Award in recognition of her ongoing support for the various areas she works with. Julissa is now responsible for man-aging projects of the highest complexity and providing support to the branch network within various assigned areas. In her personal time, she attends college to pursue a Master’s degree in Industrial and Labor Relations at Baruch College. Julissa is also very involved in the community through her local church, working as a men-tor, translator and in other capacities within various programs.

Ann MarquezPresident National Hispana Leadership Institute (NHLI)

Known for her authentic communication style, relationship building skills and commitment to quality service delivery, Ann Marquez rejoins ALPFA after an 18-month tenure as President of the National Hispana Leadership Institute. Ann began her career in non-profits in 1999 when she served as Director of Com-munications for ASPIRA of New York, a leading Latino youth-services agency. In 2006, Ann joined the ALPFA Staff Team serving as the Executive Director of the New York Chapter. As the first person to hold this role, she built structure and processes as well as set the strategy, direction and operational vision for the New York chapter. Ann was later appointed to serve as Director of CEO Affairs, serving as a key advisor to ALPFA’s National CEO, and managed all business and public affairs matters related to his office. Ann has a Bachelor of Arts in Span-ish Translation with a Minor in Human Communication Arts from Montclair State University. She lives in New Jersey with her young son Pedro Antonio.


Mirtha MercedesMarketing ManagerSunGard Financial Systems

Mirtha Mercedes is a marketing manager at SunGard. She has over 10 years of marketing experience supporting the financial services sector and technology firms. Prior to SunGard, Mirtha held marketing positions supporting firms in various facets of marketing including social media, advertising email campaigns, events and product launches. In her spare time, Mirtha enjoys shopping and spending time with her growing family.

Fany GersonChef / OwnerLanewyorkina.com

As the country’s most authoritative voice on Mexican sweets, Fany has been featured in the New York Times, Gourmet, Fine Cooking, Saveur Magazine, Fine Cooking, Food and Wine, and New York magazines, among others. She launched the acclaimed La Newyorkina, an artisanal Mexican frozen treats and sweets business in 2010 and more recently opened her “tiendita”. She is also the Chef and co-owner of Dough, an artisan gourmet doughnut shop in New York. A graduate of the Culinary Institute of America, Fany has worked in a range of fine-dining kitchens around the world, including three Michelin starred Akelare in Spain and Eleven Madison Park in New York. She has written two books, My Sweet Mexico which was nominated for a James beard award in 2010 for best baking and pastry cookbook, and Paletas. She is currently working on her third book, tenta-tively titled “Helados y Nieves”, which focuses on the ice cream culture and recipes of Mexico.

Pablo TimpsonSr. AnalystBusiness Risk & Wealth Control Management HSBC Securities (USA), Inc.

Pablo has a wide range of experiences, ranging from military to corporative. He served in the United States Marine Corps as a machine gunner and scout sniper in two separate combat deployments in Iraq. He started his banking career in a two year rotation program, where he gained skills in relationship management, financial planning, and project management. Pablo then became a Relationship Manager, where he actively managed a top tier portfolio of 250 global clients and $60 million in assets. He is currently a Senior Analyst within Wealth Risk at HSBC Securities (USA) Inc. He holds a Bachelor’s degree in International Business and is cur-rently pursuing his Master’s degree in Enterprise Risk Management at New York University.

Petru-Santu Acquaviva Former AnalystLeonardo & Co.

Petru-Santu was born in Corsica. He left at the age of 17 to pursue his studies at the HEC School of Management in Paris. After his graduation, he joined Leonardo & Co., an Italian leading Mergers and Acquisitions boutique. For five years, he covered Energy and Infrastructure transactions ranging in value from $3K to $100M all across Europe, and took an active role in developing the strategy and op-erations of the fast-growing company. To give new perspectives to his career, Petru-Santu decided to join Columbia Business School’s MBA program in January 2014. His passion for Latin America led him to team up with two other students to found Frontera, a e-commerce startup aiming at facilitating trade between Mexican suppliers and American buyers through a dedicated virtual platform. Current-ly in testing phase, the project will become his full time occupation after his graduation in May 2015.

Today, more and more Latinos are successfully pursuing the American Dream through careful planning, hard work and an unbeatable entrepreneurial spirit. The 40 million Latinos currently living in the U.S. represent 13 percent of the country’s population, a number that is expected to grow 18 percent by 2025. Nationally, Latinos –both native and foreign-born– have a disposable income of $686 billion, however, the need for financial education continues to be imperative.


TOP LEADERS IN FINANCEA NOTEWORTHY INDEX

the importance of aging their personal finances and have not taken the necessary steps for their financial security.

For certain, financial literacy is key for the success of the Latino community as a whole, for its potential to materialize and its resources to solidify. And this is where our leaders in finance step in. These are leaders by definition because client by client they ef-fect change. Strategic thinking, in-depth knowledge of the industry and a disposition to always put the client first are some of the traits that separate the best from the rest. Here then, and in no particular order, we present fifteen top producing and highly influential Hispanic managers and advisors in 2015.

According to the Yankelovich Hispanic Monitor Study, 85 percent of Latinos living in the U.S. need more financial information, and 91 percent want to see more financial institutions offer products and

services with them in mind. In addition, Hispanic investors have a strong appetite for financial education and more sophisticated investment knowledge, according to a recent Wells Fargo survey. Almost half of surveyed Hispanics (45%) say that no one ever taught them about saving and investing (versus 31% of U.S. investors overall), and three out of four (76%) wish they had learned more about managing money when they were growing up (compared to 61% of U.S. investors overall). Most Hispanic investors (72%) stated they wish they knew more about invest-ing in mutual funds, stocks, and bonds. Latinos look to the future with great optimism, but some are yet to understand

CLAUDIO PHILLIPSManaging PrincipalMB Global Partners, LLC (MBGP)Claudio Phillips was born in Mazatlan, Mexico, educated in the U.S. and graduated from Harvard University in Cambridge, MA with a B.A. in Government. In 1983, he began his investing and trading career at Citibank, focusing on corporate credit. He has subsequently held senior leadership positions in asset management at HSBC, NationsBank, Salomon Brothers and The Commonfund.

Throughout his career, Claudio has been actively involved in community affairs. Among other volunteer positions, he is currently on the Board of Directors of the New America Alliance, Habitat for Humanity of Westchester and the Gonzaga Preparatory School Finance Advisory Board. He has also been past President of the Westchester Hispanic Coalition and an appointee to the Westchester County Hispanic Advisory Board.

MBGP is a New York-based asset management firm offering a comprehensive solution for institutional cli-ents to tactically invest in credit and special situations markets. Founded by Maria Boyazny, the firm runs capital on behalf of Fortune 50 companies, foundations, U.S. and Canadian pension funds, insurance companies and multi-billion dollar family offices. MBGP currently has approximately $450 M in AUM.

By: Mariana Gutierrez

LIZZIE DIPP METZGER, CFPFounder

Crown Wealth StrategiesElizabeth “Lizzie” Dipp Metzger is the founder of Crown Wealth Strategies in El Paso, TX. Her firm focuses on working with affluent business owners, physicians, and independent professionals on wealth management, estate and advanced business planning. Lizzie is also a financial advisor through Eagle Strategies, an agent of New York Life, and a member of The Nautilus Group.

She is a nationally recognized advisor and has been featured in CNBC, Adviser To-day, The Wealth Channel Magazine, Diversity Journal, and National Underwriter. She is also the 2013 recipient of Advisor Today’s Four Under Forty Award by the National Association of Insurance and Financial Advisers, and a member of the Million Dollar Round Table since 2011, where her professional knowledge, strict ethical conduct and outstanding client service has been recognized.

As a financial adviser, Lizzie is known for providing clients with an integrated invest-ment and insurance strategy focused on maximizing value over the course of their lifetime. With her previous experience as a business owner, Lizzie understands the financial challenges most individuals and business owners face today and works diligently to research and provide the right solutions for them.

KENNETH CORREA, CFP ® Branch ManagerAdvisory & Brokerage ServicesUBS Financial ServicesKenneth Correa is an Executive Director at UBS Financial Services and serves as the Branch Manager for its flagship Wealth Management Office in New York City. In his role, he oversees a combination of Financial Advisors, Institutional Equity and Fixed Income traders. Ken started his career on Wall Street with UBS in 1998 and during his tenure he has ascended to various roles in its Wealth Management unit. Ken views the branch as a multi-dimensional office for Financial Advisors who contribute to a culture of service excel-lence for high net worth clients.

In Ken’s opinion, his most valued assets are his clients and his employees. He earned a Master’s de-gree in Business Administration from Columbia University with honors, and graduated Cum Laude from Queens College with a Bachelor of Arts degree in Economics/Finance and a Minor in Business and Liberal Arts. He holds the Certified Financial Planner designation (CFP®) and maintains his Series: 3, 7, 9, 10 and 66 securities licenses. In addition, he is a New York State Life and Health insurance agent and a Notary Public. Ken is also the Chairman of Employee Engagement for UBS’ diversity employee network, MOSAIC.

MARIANA I. RUIZ-POSADADirector of Multicultural Marketing

MassMutual, Greater Houston Mariana I. Ruiz-Posada is the Director of Multicultural Marketing for MassMutual Greater Houston. She leads a team of advisors and manages her personal practice of servicing clients to help them meet their financial goals and needs. As a person who was born in Medellin, Colombia and who then migrated to New York at the age of 13, Mariana has firsthand knowledge of what it is like to be truly bicultural.

With more than 16 years in the financial services industry, she is a passionate advocate for helping Hispanics increase their financial literacy, specifically in the area of proper planning for the financial stability of their families and their businesses.

Throughout her career, Mariana has worked with organizations such as the Hispanic Medical Asso-ciation of Houston, the Houston Hispanic Chamber of Commerce, the Institute of Hispanic Culture, the Hispanic Dental Association, HACER, ALPFA, Latin Woman’s Initiative and many more, on how to empower the community by providing tools for improving its fiscal fitness. In her role with MassMutual, Mariana’s focus is on holistic planning for Hispanic professionals and business owners.

A wife of 22 years and a mother of two, Mariana strives to balance a career of excellence, community involvement and family life. She holds a B.A. in Economics from the City University of New York at Queens College.


HAYDEE CALDEROPrincipal and Co-Founder

DignitasHaydee Caldero is a Principal and Co-Founder of Dignitas, where she advises business owners on enhancing the value of their companies. Her work includes advising owners of fast growth companies in regards to succession planning, acquisitions and dispositions, corporate finance and capital structure. Throughout her career she has served as an advi-sor to executives of closely held enterprises ranging from startups to companies with over $150 million in revenues.

Haydee is also responsible for designing the firm’s real estate and private asset in-vestment models. She was previously with Estill Secured, where she advised high net worth individuals and financial institutions on the disposition and recapitalization of over $5.0 billion in trophy commercial real estate throughout the United States. Haydee has worked on marquee real estate assets, including the Sears Tower, John Hancock, Inland Steel Building and Houston Galleria. She has also held roles at Citigroup Global Markets in New York and at Trammel Crow Company and serves on the Board of Directors for North Branch Works, a leading community development organization, is Treasurer of the Harvard Busi-ness School of Chicago, and the Governor’s Board for the Steppenwolf Theatre Auxiliary Committee. She is also a member of Cristo Rey Jesuit High School’s Leadership Advisory Committee, and the Illinois Hispanic Chamber of Commerce.

She received a B.A. in Government and Women’s Studies from Wesleyan University and an MBA from Harvard Business School.

FERNANDO GUERREROManaging Partner and CIOVaradero Capital, L.P.Fernando Guerrero has more than 30 years of experience in the specialized credit markets. Prior to founding Varadero he was the CEO and CIO of Varadero’s former indirect affiliate, NIBC Credit Management, where he was responsible for all aspects of its North American activities. Fernando is recognized by the finance community as a successful business builder, having built several credit banking and trading operations on the sell side before moving to the buy side in 2005 to build a structured credit platform for Merrill Lynch Investment Managers.

Fernando is a Cuban immigrant born in Cardenas, Cuba and raised in Puerto Rico and holds an MS and a BA in Finance from Louisiana State University.

Varadero Capital, founded in 2009, seeks to capitalize on investments across the special-ized credit market. The firm has actively rotated across sub-sectors in the market since incep-tion based on value-driven opportunities. The Firm seeks to make investments with attractive risk-adjusted returns that will preserve capital through a variety of macroeconomic scenarios. Varadero Capital employs 16 individuals, is based in New York and currently manages approxi-mately $1 billion in discretionary capital.

JUAN CARLOS AVILAEquity Managing Partner

Toroso InvestmentsJuan Carlos Avila is equity Managing Partner at Toroso Investments, a registered investment advisory firm where he provides investment advisory and retirement plan fiduciary services to high net worth individu-als, business owners, public and private corporations, and not-for-profit organizations. Previously, he was a Senior Vice President with Mesirow Financial in the Investment Advisory group and a Senior Financial Advisor, Vice President, with Merrill Lynch, Private Client Group. He serves as Trustee for the Policeman’s Annuity & Benefit Fund of Chicago, providing fiduciary oversight on $3 billion in assets.

Juan Carlos serves as Board Chair for the Hispanic Alliance for Career Enhancement (HACE). He re-ceived his Bachelor of Science degree in Economics from the University of Wisconsin at Madison, and his Master’s in Business Administration degree from Northwestern University Kellogg School of Management. In 2014, Juan was named to Negocios Now “Who’s Who in Hispanic Chicago” inaugural edition and recog-nized as the Chicago State University Latino Resource Center Corporate Citizen Honoree.

In 2011, he earned the Accredited Investment Fiduciary® (AIF®) professional designation,Chicago United recognized Juan Carlos as its Most Valuable Partner and the Chicago Latino Network

voted him the Latino Professional of the Year. He was named one of Chicago Magazine’s “Five Star Wealth Managers” for 2014, 2012, 2011 and 2010.


FABIAN GONZALEZHead of Multicultural Sales Insurance SolutionsVOYA FinancialFabian Gonzalez leads multicultural sales opportunities for Insurance Solutions at VOYA Financial, which includes individual life insurance and employee benefits. In addition, he provides leadership and support for the company’s overall Asian and Hispanic marketing in the U.S.

Focusing on annuities, employee/group benefits, life insurance and multicultural marketing, Fabian brings more than two decades of insurance experience in the U.S. and South America. Prior to joining VOYA Financial, he served in a similar role with American General Life Insurance Company. Earlier in his career, he held positions at Sagicor Financial Corporation, Sedgwick Group and Johnson & Higgins.

Fabian regularly appears in newspapers and on radio and television stations around theU.S., educating Hispanic consumers about the need for life insurance and retirement savings. In 2012,

he was a driving force in the launch of a multicultural study to examine the attitudes, behaviors and pre-paredness of different ethnic groups regarding retirement.

MONIKA MANTILLAPresident and CEO

Altura CapitalAs president and CEO of Altura Capital, Monika Mantilla has dedicated the last 20 years of her life to the Emerging Money Manager and Emerging Domestic Markets investment categories. She is responsible for the overall strategic direction of the firm. Under her leadership, Altura has become a nationally recognized leader and innovator in the Emerging Money Manager and Emerging Domestic Market investment categories.

To seize the opportunities in the growing emerging domestic markets, in partner-ship with the principals of Altura and Savile Opportunity Fund LP, Ms. Monika has founded an investment fund, Small Business Community Capital II, L.P. (“SBCC II”), to provide $1 to $12 million in debt and equity capital to promising small and mid-sized companies, focusing on minority and women owned firms and entrepreneurs located in LMI communities.

Monika holds twenty-two years of domestic and international management and investment management experience, is nationally recognized as a researcher and innovator in the area of capital for small and diverse businesses and is a trusted advisor to some of the largest institu-tional investors in the country and the world. Her firm’s research and portfolio construction and monitoring capabilities allows Institutional investors to invest with small, entrepreneurial, minority- and women- owned investment firms and businesses.

Monika holds an MBA from Columbia Business School in New York and a Law degree from the Universidad del Rosario in Bogotá, Colombia.

JAY GARCIAManaging Partner, Small Business Community CapitalPartner and Board Member, Altura CapitalJay Garcia is responsible for Altura Capital’s operations and financial structure. To seize the opportunities in the growing emerging domestic markets, in partnership with the principals of Altura and Savile Opportunity Fund LP, Jay has co-founded an investment fund, Small Business Community Capital II, L.P. (“SBCC II”), to provide $1 to $12 million in debt and equity capital to promising small and mid-sized companies, focusing on minority and women owned firms and entrepreneurs located in LMI communities.

Jay has worked for twenty-five years in the investment industry, and has worked for more than twenty years in international investment banking, global financial markets and portfolio management at major firms in New York. He has extensive experience in investment analysis and research, and has been recognized by leading polls as one of the top analysts on Wall Street. He is a regular commentator on international financial markets and investment strategy.

In 2002, Jay founded Discovery, a boutique investment bank, focusing on the Hispanic Market. He also created the first Hispanic index and covered public and private Hispanic companies in the U.S. Prior to that, he was a managing partner and founder of Suala Capital Fund. He also has been a well-recognized ranked analyst at Santander, Salomon Brothers and Smith Barney. Jay holds a Master of Science in Finance from

Boston College and a Civil Engineering degree from the Universidad de Los Andes in Bogotá, Colombia.


HILDA OCHOA-BRILLEMBOURGFounder and ChairmanStrategic Investment GroupHilda Ochoa-Brillembourg is Founder and Chairman of Strategic Investment Group. She served as President and CEO of Strategic from 1987 until August 2014. Strategic received the 2011 and 2012 aiCIO Industry Innovation Award for Investment Outsourcing. A Fulbright Fel-low and Fulbright Lifetime Achievement Awardee, she completed doctoral studies (except dissertation) in Business Administration in Finance at Harvard Business School. She received a Master of Public Administration from the Kennedy School of Government at Harvard and a Bachelor of Science in Economics from Universidad Andres Bello, Caracas.

Hilda serves on the Board of Directors of General Mills Inc., McGraw Hill Financial Inc., andCementos Pacasmayo, S.A.A. She is also a member of the Dean’s Executive Committee at Har-

vard Kennedy School, a lifetime member of the Council on Foreign Relations, a long-time mem-ber of the World Economic Forum and a Trustee of the Committee for Economic Development. She is founding Chairman of the Youth Orchestra of the Americas and a member of the Board of Overseers and Investment Committee at New England Conservatory. She serves on the board of the Atlantic Council and St. Alban’s School of public service and has published articles in various financial journals, newspapers, and magazines.

LUIS MAIZELPresident

LM Advisors, LLCLuis Maizel is the president of LM Advisors, LLC, and the senior managing director of LM Capital Group, LLC, the largest Hispanic money manager in the USA. He is currently a trustee of the Uni-versity of San Diego, where he chairs the investment committee.

Luis received both a BS in Mechanical Electrical Engineering and an MS in Industrial Engi-neering from the National University of Mexico. He also received an MBA from Harvard Busi-ness School, where he graduated as a Baker Scholar, the school’s highest academic honor. He is a contributor to many publications, both in the U.S. and Mexico, and served as an economic advisor in a previous Mexican administration.

Luis has lectured at Harvard University where he was a faculty member and is constantly invited to speak to students at graduate schools in the University of California system.

He has served in many nonprofit boards including the AMI Montessori, the Ken JewishCommunity and the HBS Alumni Association in Mexico. He served in the Wells Fargo commu-

nity board and is in the NAFIN (the Mexican Development Bank) overseas board. Additionally, he sits on various other public and private boards, including Vibra Bank, Comexhidro, Biortec and Minera del Pitic.

JOSÉ E. FELICIANOPartner and FounderClearlake Capital GroupJose Feliciano is a Founding Partner of Clearlake Capital Group, a Santa Monica-based private equity firm with approximately $1.4 billion of assets under management targeting special situations investment opportunities. Prior to founding Clearlake in 2006, Jose was a partner and member of the investment committee at Tennenbaum, an investment firm focused on distressed and special situations investments. Before Tennenbaum, he served as CFO of gov-Works, Inc., a payments services provider to the public sector, he was previously an invest-ment banker at Goldman Sachs.

Jose has led investments in the energy, healthcare, industrials, and transportation/logistics sectors throughout his career. He currently serves on the board of several Clearlake portfolio companies and has served on the board of directors, bank instructing groups and bondholder committees for numerous other companies. He also serves on the board of several non-profit organizations. Mr. Feliciano received a B.S. in Mechanical & Aerospace Engineering with High Honors from Princeton University and a M.B.A. from Stanford University.


RENATO DE L. GRANDMONTChief Investment OfficerCiti Wealth Management, Latin AmericaCiti Private Bank, Latin AmericaRenato De L. Grandmont is Managing Director and Chief Investment Officer for Citi Wealth Management Latin America and for Citi Private Bank Latin America. He served as Head of Citi Private Bank’s New York Investment Center, covering the regions of Latin America, Asia, Europe, Middle East and Africa and as Interim Global Chief Investment Officer for the Citi Private Bank. He is a member of Citi Private Bank’s Global Investment Committee and chairs Citi’s Wealth Management Latin America Investment Policy Committee and the Bra-zil Investment Policy Committee. Renato has been with Citi since 2006 and in the financial industry since 1994.

Before joining Citi, Renato was Managing Director and Portfolio Manager for Equities at GreenAm Advisors. Before moving to the buy-side, he founded and headed Deutsche Bank’s Global Corporate Governance Research group. He pioneered corporate gover-nance research by combining governance and financial analysis to identify additional com-pany risk sources and formulate investment recommendations.

Renato has actively participated in the reform of capital markets’ laws, regulations and listing standards in countries such as Brazil, Mexico and Argentina. He is a member of the Private Sector Advisory Group and the Investor Responsibility Task Force, established by the World Bank/IFC/OECD Global Corporate Governance Forum. He has been a speaker and presenter at major international policy conferences, has written articles for the United Nations Environment Program Finance Initiative (UNEP FI) and The Financial Times and frequently comments on the financial markets in the press including The Wall Street Jour-nal, Bloomberg, and CNN en Español, among others.

Renato is a graduate of Harvard Business School’s Advanced Management Program, received a Master of Science in Economics with special-ization in International Financial Economics and Econometrics from the University of Montreal.

ALICE RODRIGUEZExecutive Vice President

Chase Business Banking, California Region ExecutiveJPMorgan Chase & Co.

Alice Rodriguez is the Business Banking Executive responsible for Chase business clients in the state of California. She manages more than 500 employees, $12.5 billion in business de-posits and $3 billion in business loans for clients with annual sales up to $20 million. She has 28 years of extensive banking experience with JPMorgan Chase and it predecessors, starting in her native Texas.

Alice holds a BBA in Management from the University of Texas at Brownsville. Active in the community and as an established leader at JPMorgan Chase, Alice has been recognized with awards and in the press, including Hispanic Lifestyle 2014 Latina of Influence, named 2007 Corporate Elite by Hispanic Business Magazine, featured twice in Working Mother’s Maga-zine, distinguished Women’s Series Award from Northwood University , 2008 Academy of Women Leaders Award from the YWCA of New York, Minority Business Leader Award from the Dallas Business Journal – 2009 and 2010 recipient “Inspiring Women of the Southwest” Award, Southwest Jewish Congress.

As part of what she describes as her commitment to leadership and her community, Alice has served on the boards of the New America Alliance, Hispanic 100 of Dallas and most re-cently was elected to the board of United States Hispanic Chamber of Commerce.

Looking to unite Latino entrepreneurs with the opportunity to launch franchises in Latino neighborhoods was one goal of the recent gathering hosted by Latino Leaders Magazine and 7-Eleven, and it quickly became apparent that there was a common thread among the diverse group of achievers in attendance: a confidence in their expertise—and the lack of hesitancy to step into the unknown.

With an outreach towards Latino business owners, Latino Leaders’ Publisher Jorge Ferraez and 7-ELEVEN recently invited a select and accomplished group of enthusiastic entrepreneurs to The Palm Restaurant in San Antonio for a day of fraternization, networking and exchange of ideas.

LATINO LEADERS ENTREPRENEURIAL

SERIES:


lat inoleaders.com

LATINOS HAVE MANY

THINGS IN COMMON; ONE

OF THOSE IS THEIR WILL

TO SUCCEED, WHICH

IS ONE OF THE MAIN

CHARACTERISTICS OF ANY

LEADER.

7-ELEVEN: INTERESTING FACTS

The stores began by selling eggs and milk in Dallas, Texas in 1927. Over the years, the hardy chain survived the depression, numer-

ous takeovers, and bankruptcy. By 1952, 7-Eleven had opened 100 stores; as of December 2014,

there were 54,996 stores inter-nationally in over 100 countries.

In 1991, the Japanese Corpo-ration Ito-Yokado gained a control-ling share of 7-Eleven. Ito-Yokado

formed Seven & I Holdings Co. and 7-Eleven became its subsidiary in 2005. In 2007, Seven & I Hold-ings announced that it would be expanding their American opera-tions, with an additional 1,000 7-Eleven stores in the United

States. 7-ELEVEN was named for its original opening hours – now

expanded to 24 hours.

A special program for U.S. Veterans was recently launched; one franchise will be donated to a

lucky Vet.

By far the largest concentra-tion of stores is in Japan, with

17, 206 stores. Many stores in Japan have Karaoke and bands—a

festive environment, and a hangout appeal.


WE HAVE GROWN OUR BUSINESS WITH

RELATIONSHIPS, HARD WORK AND COMMON

SENSE; THAT’S WHAT WE MUST PROMOTE IN

OTHER GROUPS TO GROW THEIR BUSINESSES.

lat inoleaders.com

WE LATINOS MUST HELP

EACH OTHER TO CONNECT

WITH OPPORTUNITIES;

THAT’S THE WAY OTHER

COMMUNITIES GROW.

Story by Jacobo Bautista

GreatPhotos by: David Eisenberg

The

OdysSey


aving acquired Grupo Salinas’ control of cellular company Iusacell, AT&T arrived in Mexico with the intention of creating one of the largest networks in the world. To that end, F. Thaddeus Arroyo, CIO of AT&T Services, Inc., traveled to Mexico from their New York offices to finalize the transition, which involves

a large administrative, strategic and technology changeover.Although not consecutively, Thaddeus has been with AT&T

for nearly two decades, and was involved in the integration of the brands that came together to give rise to what is now AT&T Wireless in the U.S.

Without question, the mission in Mexico has thrilled him, “this change may represent new growth opportunities, and this is an exciting time for me, both personally and professionally. I

Hcan tell you from experience that the challenges that most test your knowledge and your experience are those that result in further growth, personally and pro-fessionally. What we are doing in Mexico represents the kind of experience that one will carry a lifetime. I’m enjoying getting to know our employees and cus-tomers in Mexico on a personal level, as we work to make this vision a reality. Also, having Mexico City as my new residence, with its environment that’s so rich in history and culture, is wonderful “.

The business landscape in Mexico, and its bounti-ful opportunities to do business can not be better for a company with the influence of AT&T, a company that currently has more than 120 million customers in its wireless network, and Thaddeus adds that recent reforms to telecommunications legislation, along with “its young population and a growing middle class, make Mexico an attractive place to invest. We are committed to promoting competition in the mobile service market in Mexico and to giving consumers more options”.

While acknowledging that consumers in Mexico would like to have at their fingertips the advanced technology of AT&T right now, the process to make it available will take some time, but it will be well worth it. “The Mexican market will witness an expansion and improvement of the existing Iusacell mobile network that will cover millions of customers and additional businesses. As part of this expansion, we are working to cre-ate the first mobile service area of North America, which will provide coverage to 400 million customers and businesses in Mexico and the U.S.” says Arroyo. He adds, “with the comple-tion of the acquisition of Iusacell, our management team is already integrated and is working hard on developing our plans for Mexico. Our priority is also to provide the best service available to our current Iusacell customers. It’s too early in the process to give details about our network plans. AT&T has the most reliable 4G LTE network in America and the strongest LTE signal of all operators in the U.S. Our intention is to bring that same network capacity to Mexico”.

Up Close and Personal

What does AT&T mean to you?My smartphone is the remote control of my life. So personally, the role of AT&T in my life goes far beyond my work. It’s inspiring to work for a company that changes the way people live and the way in which companies conduct their business and serve their customers. The idea behind the slogan “mobilizing your world” is our reality today. In truth, it’s exciting and it’s an honor for me to be involved in bringing this real-ity to Mexico.

How would you describe your leadership style?An essential aspect of my leadership style is

to motivate my team to adopt “the art of the possible.” We cannot allow our own perceptions to impose artificial limits on what is possible. That’s why I work hard to not let my perceived shortcomings infiltrate my mind. And most importantly, I do not let my own notion of what is possible impose artificial limits on what my teams can achieve.

To what do you attribute your success?Constant learning and hard work are two principles that I value greatly, because they are keys to success. My parents instilled in me a great respect for education and the work ethic values that follow today. They taught me that the true art of the possible lies in never limiting opportunities with perceptions or self-imposed barriers that ultimately can be overcome.

“its young population and a growing middle class, make Mexico an attractive place to invest. We are committed to promoting competition in the mobile service market in Mexico and to giving consumers more options”.


The California wine industry was largely built by the hard labor of a predominantly Mexican work force. As the demand for year-round help grew, many former migrant workers settled in the growing wine country. Others followed solely for the promise of steady work or the hope for a

better life. For many consumers, knowledge of the Latino influence on the area’s wine production ends there. However, the Sonoma, Napa, and Russian River Valley areas are currently home to a number of Hispanic-owned vineyards and wineries produc-ing much lauded, estate grown wines. On a rainy afternoon in early December, ten such winemakers gathered at the San Francisco Flower Conservatory to discuss the successes, challenges and future of their eight Northern California wineries.

Moderated by Latino Leaders Magazine’s Jorge Fer-raez and with the support of RAM trucks, whose ve-hicles are becoming a staple of the industry, the panel began their roundtable with a discussion of the unique challenges facing the Latino winemakers today.

“Winemaking is inherently a gamble,” comment-ed Belen Ceja of Ceja Vineyards. “It’s all based on Mother Nature.”

Ceja Vineyards was founded by Amelia, Pedro, Ar-mando and Martha Ceja – first generation Mexican-

PRUNING THE MYTH: A LATINO WINEMAKER’S ROUNDTABLE

Delia Ceja, from Ceja Vineyards

EVENTS LATINO WINEMAKER

2015 SHOWCASE Story by: Mariana Gutierrez

Moderated by:Jorge Ferrarez, Publisher of Latino Leaders Magazine

For the first time ever Latino Leaders gathers

the largest group of Latino Winemakers in

San Francisco

lat inoleaders.com

American winegrowers. The four siblings immigrated from a small Mexican village in the 1960s to work in the Napa fields. By the 1980s, they had saved up enough to buy a few acres and start their own winery. Today, Belen and Dahlia Ceja are part of a second gen-eration that is also involved in the business.

Meanwhile, Alex Sotelo of Alex Sotelo Cellars in Napa reflected on his own challenges. “For me, mar-keting is the hardest part. In order to sell, you need to define yourself and correctly communicate your im-age and your story through to the product.”

Sotelo’s wine story began in 1991, when the then 18-year-old first arrived in the United States. As he didn’t yet speak English, an uncle got him a job in the fields. Eventually Sotelo moved up to the cellar at the Robert Pecota Winery, where he was encouraged to

study viticulture and chemistry at Napa Valley College. “We convert water into wine, but we’re not gods,” he continued. “We have to knock on doors and work the mar-ket every day.”

The conversation then shifted to the other end of the spectrum, as the winemak-ers were encouraged to share the secrets of their successes.

Ignacio Delgadillo Jr. of Delgadillo Cellars smiled humbly, “I think judging your own success is kind of a trick question. At what point do you say you’re successful?”

A true family affair, Delgadillo Cellars is owned by the father and son team of Ignacio Senior and Ignacio Junior. The elder Delgadillo first came to Napa Valley in 1972 from Jalisco, Mexico and began working in the vineyards. In 1975, he joined Freemark Abbey, eventually becom-ing cellar master during their caber-net sauvignon heyday.

“I don’t think we’re quite there yet,” Delgadillo Jr. mused. “How-ever, what we are successful at is producing high quality wines. We will continue to strive for success by creating a top-tier product.”

Ana Keller of Keller Estates shared a similar opinion. “Success? It’s about what’s in the bottle when you open it.” Her father Arturo Keller is an automotive engineer from Mexi-co City whose interest in winemak-ing led him to purchase 650 acres of Sonoma Country land in 1989. With the assistance of UC Davis staff and noted viticulturist Ted Lemon, 86 acres were planted with Pinot Noir, Chardonnay and Syrah grapes.

Today, daughter Ana is actively involved in all aspects of the business. “I think wines are about stories,” she noted, “and what has helped our success are our sto-ries of how we came to be making this wine. When you tell a person where you came from, your heritage, the challenges you face and what you’re making of all that… Well, the quality of the product hooks them and the story keeps them in-terested.”

At that point, publisher and moderator Jorge Ferraez raised a polarizing question: is identifying as Latino or Mexican-American an advantage or disadvantage to the winemaking, sales or marketing process?

Miriam Puentes Ramirez of Honrama Cellars sees her heritage as a positive. “People appreciate our background. They want to see the Latinos who worked in the field work their way up and aspire to something more.” Her father, Honorio Ramirez-Mata, was a testament to that dream. He came to the United States in search of a better life for himself, and together with his wife worked in the Napa Val-ley fields. Along the way, Ramirez-Mata’s work ethic was noted, eventually empow-ering him to become cellar foreman at Caymus Vineyards. After his untimely death, his oldest daughter, Miriam, along with her husband Juan José Puentes, opened Honrama Cellars in fulfillment of her father’s aspirations.

A taster with Manuel Frías from Frias Family Vineyards

Sergio and Amelia García with winemaker Alex sotelo

Gloria Bazán, showing her wine


Meanwhile, Hugo Maldonado from Maldona-do Family Vineyards shared a different opinion. “There’s a lot of prejudice out there still, and it’s been a big challenge for me personally. I graduated from UC Davis, but it started to become clear that the only opportunity I’d have to be a winemaker was to start my own winery.”

Maldonado’s Napa story began when his father Lupe immigrated in 1962 from a small farming community in Michoacán, Mexico. At the time, work was scarce, but eventually the elder Maldonado made his mark at Sterling and Newton Vineyards, where he eventually spent three decades of his career. Hugo succeeded him in 1999 as Newton’s Vineyard Manager until he located and purchased a 12-acre property just outside of Calistoga. Now a business owner, he faces a whole new world of challenges. “If I go to a purveyor and say,

‘We have this Mexican or Mexican-American wine,’ a lot of them don’t even want to try it and seem to presume it’s of inferior quality.” Maldonado lamented.

The conversation then took another direction - “Most of your large clients are not Latinos,” observed Ferraez, “but people with sophisticated palates that are willing to pay a premium for a special wine. Have any of you found a bridge into the wine drinkers of the Hispanic community, or do you think it’s a market that still needs to be developed?”

Ceja Vineyards’ Dahlia Ceja spoke first. “Fifty percent of our buyers are Latino, and in our case it has to do with our heritage and our consistent message that the wine is made to pair with authentic Mexican cuisine. Our parents were immigrants and we’ve built the brand – and the wine itself - around that.”

“One of our big markets is Miami,” Ana Keller shared. “I always say I learned how to sell wine in Spanish in Miami. We talk about wine in English, but there sales take place in Spanish. For me, every time I go somewhere I meet another person of Latino heritage in some arm of the wine industry, so I think we first need to find our trade connections and build from there.”

The conversation con-cluded with a chat about strategy; how each of the winemakers might best achieve success.

Manuel Frias, of Frias Family Vineyard, smiled as he spoke. “If you want to survive in the wine busi-ness, you have to constant-ly reinvent yourself. For example, technology. Just like our bodies, it keeps on changing. You have to do things differently if you want to survive.”

Frias would know. In 1978, he and his father purchased 100 acres of Spring Mountain property as a family vacation retreat from the notoriously rough San Francisco Mission district in which they then lived. Through the 1980s, Frias continued his work as an administrator at San Francisco City College, but on the weekends he headed north to plant and tend the vineyard. Their first wine was made in 1988.

The husband-wife team of Mario and Gloria Bazan of Mario Bazan Cellars agreed: “I’m not a big technology person, but I think everyone needs to integrate social me-dia and other technology that’s available,” Gloria commented. “A good story helps a lot,” Mario added. “We’re working in the winery, not just in the vineyards.”

Whether at the front of some of the region’s most successful wineries or as the primary force behind every aspect of the winemaking industry - Hispanics are the real backbone of the business. Year-round, most of the vineyard work is done by His-panics—everything from pruning vines in the winter months, to thinning grapes and leaves during the growing season, to the actual harvest. As vital and energizing as His-panics are to the wine industry, their contributions to California’s overall economy are so pervasive and indispensable that the industry might not exist without them. Whether through their own immigration or the efforts of family before them, these ten winemakers are a testament of these contributions, bring diversity, creativity and quality to the highly esteemed wine offerings of the Northern California region. They may all be Latinos, but this is the quintessential American success story.

Gloria and Mario Bazán

Ana Keller showing her wine to Jorge Ferraez

Ignacio Delgadillo and Hugo Maldonado, pouring his wine.

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AMELIA MORÁN CEJAPresident

Ceja Vineyards

Where has your journey as a vintner taken you?My journey as a vintner has taken me on an odyssey from my idyllic village life in Mexico to becoming the first Mexican-American woman selected president of a winery in the world. I’m honored to be a role model and I hope I’ve inspired others to follow their dreams. I found mine in Napa Valley and it doesn’t mat-ter where one begins in life, what does matter is what one does from that point on.

What are the unique challenges of the industry and how do you overcome them?The wine industry is extremely competitive -- there are tens of thousands of labels from every continent competing for the same shelf space in wine stores and wine lists in restaurants throughout the Untied States. We’ve overcome this challenge by highlighting the excellent balance of our wines, our unique story and the compat-ibility of our wines with world cuisine. I’m a vintner and a chef and we’ve created over 150 educational videos on preparing authentic Mexican dishes and pairing them with our wines on our YouTube channel.

Another challenge is the three-tier distribution system of wine established at the repeal of prohibition in 1933. In order to sell our wines to on-premise accounts (restaurants) and off-premise accounts (wine stores) outside of California, we have to have a distributor. There was a consolidation of wine distributors in the 1990s -- the large companies bought out the boutique ones and few want to represent small wineries. We’ve concentrated our efforts to growing our wine club and offer-ing experiences at our wine tasting salon that cannot be duplicated anywhere else!

How does the timely transportation of product affect your business?As a winery focused on selling wine direct-to-consumers, we ship thousands of cas-es of Ceja Vineyards wines to fans living in reciprocal states throughout the country. We provide excellent customer service and the wine must be delivered safely and in a timely manner. Wine is sensitive to climate change and selecting a dependable transportation company is most important.

What are the qualities you appreciate the most or that you look for when selecting a vehicle like a pick up truck?The qualities we look for in a pickup truck depend on what it’s going to be used for. We farm vineyards, so when we buy a truck, we’re going to use it for work. The weight it can hold is important, as well as dependability, gas efficiency, longevity, sustainability, and how it looks.

What is the wine/vintage you are most proud of and why? I’m proud of every vintage Ceja Vineyards has ever produced! My partners Pedro and Armando Ceja and I have deep roots in the wine industry, and collectively, we have over 140 years of wine growing experience in the Napa and Sonoma Valleys. We’ve developed our estate vineyards from the ground up and we have extensive winemaking experience from the University of California at Davis. Every vintage of Sauvignon Blanc, Chardonnay, Pinot Noir, Vino de Casa red blend, Merlot, Cabernet

Sauvignon, Syrah and Dulce Beso late harvest wine are fantastic! Our wines are subtle with balanced acid-ity and moderate alcohol content. They’re delicious by themselves and pair beautifully with food!

MIRIAM AND JUAN PUENTESOwners & Winemakers

Honrama Cellars

Where has your journey as a winemaker taken you?We started our journey with our first release of Honrama Cabernet 2008.

Honrama was a dream inher-ited by Miriam’s deceased father Honorio Ramirez Mata. He had worked for Caymus Vineyards nearly 20 years. There he de-veloped his palate for drinking wine and decided to make his own, and Honrama Cellars was born from this dream.

As winemakers and creators of our own wine label our jour-ney has allowed my wife and I to be able to connect with people from all paths and passions of life such as in the wine industry, the restaurant business and amazing people who are wine lovers.

What are unique challenges of the wine industry and how do you overcome them?One big challenge as winemakers is consistency of great wine. What your wine tastes like from one vin-tage to the next. Being able to use your winemaker skills to make great wine in a difficult year. Keeping up with your wine followers’ expectations.

How does the timely transportation of product affect your business?As a winemaker, timely transportation of our grape delivery is of essence during harvest. We want our high premium grapes to maintain their fresh quality all the way from pressing the grapes to bottling the wine, to delivering the product to our customers.

What qualities do you look for or appreciate in the purchasing of a pick up truck?We look at the history of the truck model, whether they have good motor durability, smooth drive and accommodations. Of course extras such as number of seats, a leather interior or moon roof are also important.

THE FACES OF LATINO WINEMAKING


What is the wine year you are most proud of and why?We are most proud of our first vintage, our 2008 Cabernet that we bottled to be sold in the wine market. We wanted to make sure it was produced to the optimum qual-ity. Since then we had a challenging year in 2011, it rained right before harvest, so our skill as winemakers came in to play and really showed in the finished product. Currently we offer our 2012 vintage. Mother Nature was generous to the grapes this year. Our wine is more and more promising with each vintage.

HUGO MALDONADOOwner/Winemaker

Maldonado Family Vineyards

Where has your journey as a wine maker taken you?Literally it has taken me to meet and spend time with wine-lovers all over the country and outside of it as well. Sharing my product with others who appreciate what I am doing and understand the importance of small production wines—

What are the unique challenges of the industry and how do you overcome them?This industry has the same challenges as many others – but something that makes it unique is consumer education. And that is overcome by spending as much time in the market talking with consumers about what separates one wine from another.

How does the timely transportation of product affect your business?Our product is very sensitive to temperature-one hot day can ruin an entire truck-load of wine. Timely transportation is a very important part of the business-we need to get our wine from point A to point B as quickly as possible, in the appropriate, refrigerated truck.

What are the qualities you appreciate the most or that you look for when selecting a vehicle like a pick up truck?A pick up truck is an important part of the vineyard. It needs to have the appropriate horsepower to haul and carry all sorts of equipment, from tractors to case wine, etc. So power and durability. It needs to be able to withstand daily wear and tear.

What is the wine/year you are most proud of and why? Our “Los Olivos” Vineyard Chardonnay. Each vintage is consistent in character, full-bodied, rich, honey notes while maintaining a beautiful crisp acidity. I am most proud of this wine because it comes from our own vineyard. A small plot of land where my father and I planted Chardonnay grapes-a plot of land that had never had grapes grown on it... It is that small vineyard that has helped us grow our wine business.

ALEX SOTELOOwner

Alex Sotelo Cellars

Where has your journey as a wine maker taken you?Across the nation and the world in countries such as Italy, Spain, Argentina, Mexico and Turkey.

What are the unique challenges of the industry and how do you overcome them?I faced many challenges when I started out such as time and access to a formal education, but I managed finding gaps in my schedule and paying full fees on the

classes I needed to take to launch my winery. Access to capital is also difficult and I’ve had to dip into my own equity and invest in my business at a very high risk. But you have to trust in the market. Relationships are everything in this business, so you need to take the time to build the trust and relationships you need to grow. We focus on nursing those relationships and offering the best product and service possible.

How does the timely transportation of product affect your business? Timing is everything – the best is to depend on profes-sional transportation, either in-house or contracted.

What are the qualities you appreciate the most or that you look for when selecting a vehicle like a pick up truck?Before anything the vehicle we select must be de-pendable, very high quality, powerful and durable.

What is the wine/year you are most proud of and why? My number one wine is like a classic car: “The Big A”, our Cabernet Sauvignon. Its design is elegant, classic; powerful and very good when it is brand new, but much better when it gets older. This wine is big on fla-vors and elegant on the palate, with just enough fruit mixed with the oak flavors. It has a medium to heavy, velvety tannin and smooth finish.

GLORIA AND MARIO BAZANMario Bazan Cellars

Owners/Winemakers

Where has your journey as a wine maker taken you? It has taken us to meet wonderful peo-ple who share our passion for wine and to have experiences that we never imag-ined, like to be fea-tured in an article in the New York Times.

What are the unique challenges of the industry and how do you overcome them? The biggest challenge as a boutique wine producer has been to get representation out of California. Dis-tributors like bigger producers. Offering our visitors a unique Napa Valley experience and sharing with them our wonderful story has helped us to build a loyal cus-tomer base.

What are the unique challenges of the industry and how do you overcome them? Time is critical in our business.

LATINO WINEMAKER

2015 SHOWCASE

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What are the qualities you appreciate the most or that you look for when selecting a vehicle like a pick up truck? A vehicle that we can rely on and takes us where we have to go.

What is the wine/year you are most proud of and why? Every vintage has something special because every year is different. We really love the 2005 Mario Bazan Cabernet Sauvignon. It was our inaugural vintage and after 10 years, it is tasting fantastic. The 2005 harvest demonstrated that Napa can deliver finesse just as skillfully as Bordeaux does. It has lovely notes of soft cherry and clove classic. Wine collectors will be doubly pleased at the expression of “bottle bouquet” that lifts the aromas. Only careful cellaring of a well-balanced wine produces this delightful, yet elusive, aroma.

MANUEL FRIAS SR.,MANUEL FRIAS, JR. AND FERNANDO FRIASOwners/winemakersFrias Family Vineyards

Where has your journey as a wine maker taken you?Our journey has taken Frias from what started as a passion and hobby into a full time job. Mind you, we still have the same love and passion as day one, but we now treat it more as a business.

What are the unique challenges of the industry and how do you overcome them?One of the main challenges is distinguishing how we are different from our competitors and explaining to our customers what makes us unique. Some people believe all wines are the same, but they are not. As my father would like to say, “wines are about difference” and so is Frias. We pride ourselves in making single vineyard super Premium wines. How does the timely transportation of product affect your business? It’s made a huge difference in our business. Take, for example, right before the holidays; we do our very best to get the wine to our customers so they can enjoy it with their friends and family. We believe any occasion is made more special with Frias wine.

What are the qualities you appreciate the most or that you look for when selecting a vehicle like a pickup truck?I like to make sure that the vehicle feels right and comfortable, and that it drives smoothly. I like it when my vehicle handles well on turns and feels safe for not just me, but for my guests when I drive them around the vineyards. What is the wine/year you are most proud of and why? I remember tasting a 1978 Heitz Cellars’ Martha’s Vineyard. This wine was beautiful, with hints of black cherry, baking spices and a finish that would last a lifetime...and it inspired us to make all of our wines memorable.

ROLANDO HERRERA Owner / Winemaker

Mi Sueño Winery

Where has your journey as a wine maker taken you?As a winemaker in the Napa valley, I have had the pleasure and opportunity to meet great people and make many lifetime friends. Given that the name of my winery is Mi Sueño, or my dream, many people can relate and appreciate the story. I nev-er imagined when I was 17-years old and washing dishes that I would one day own my own winery. I’m humbled and grateful every day I wake up. The American Dream is still very much alive.

What are the unique challenges of the industry and how do you overcome them?I am a farmer first and a winemaker second. My toughest challenge is that I’m at the mercy of Mother Nature. Therefore, making a consistent prod-uct every year with all the farming challenges is probably the most difficult. However, I sleep better knowing that we have full control of our vineyards.

How does the timely transportation of product affect your business? Timely transportation is very important. Without it, the restaurants that serve our wine can’t get the product on time. If they don’t have our product, they can’t sell our wine. Supplying product and getting it to clients is very important to our business.

What are the qualities you appreciate the most or that you look for when selecting a vehicle like a pickup truck?Picking a bottle of wine is somewhat like choosing a vehicle. It has to be dependable. In the wine business, we have to keep on making a consistently good product that doesn’t let down our fans. Choosing a vehicle has to do with the confidence one has in picking the right one. If you always have a great experience and aren’t disappointed with your choice, brand loyalty is born.

What is the wine/year you are most proud of and why? That’s a tough question, because my wines are like my babies; I love them all equally. In recent history, I would say our 2011 Cabernet Sauvignon. 2011 was one of the toughest vintages that I have experienced in my 30-year career. As I mentioned earlier, Mother Nature can sometimes be un-forgiving. Despite being a tough harvest and vintage, I feel very proud of what we were able to craft.

CELLAR

SOMETIMES WHILE TRAVELING, you just don’t have room in your luggage for a bottle of wine you just bought, or perhaps you don’t want to check it in the luggage. I must confess that I’m one of those who can be found in a local wine shop while traveling, browsing for a good deal or a hidden treasure after a long day of meetings. That was the case at the end of

last year when I came across one of the wines I dreamed of finding someday: a very old 1964 vintage Port. 1964 is in fact my birth year, and I was approaching the end of my fiftieth anniversary celebration when I found it.

I met a very nice clerk in one of those stiff and elegant wine shops in New York (Morrell & Co. Wine Store). I wasn’t really wanting to buy anything and as I was about to leave this very nice and helpful employee came up to me and asked the question I most hate in wine stores: “Can I help you find something?”

It’s not that I’m an anti-social individual, but I like to browse alone, by myself, without pressure or unwanted suggestions. So, hoping to get rid of him I said: “yeah, would you happen to have a 1964 Vintage Port?” I was honestly

expecting a “…mmm, no sir I don’t think we carry that kind of wine anymore” or something like that, so I started to walk out. But to my surprise, he said “yes, I believe we have one over here…” and thus I followed him to a cabinet behind the counter where his boss proceeded to pull out the bottle that I had long been wanting to find in that precise moment! I guess that in life, you have to take or

leave opportunities as they come, so my mouth said “yes” before I could finish processing it.

That’s how during that weekend I ended up with a bottle of 1964 Very Old Vintage Taylor Fladgate Port ($298). Of course, I opened it as soon as I found an opportunity and just kept drinking it, by the glass, over the next couple of months, until I celebrated my 51st birthday last week and officially ended my 50th anniversary celebrations. The port was fantastic! Silky, woody, with spice, date and dry fruit notes. Delicious subtle sweetness, pale in color and ample in nutty, vanilla, fruit cake aromas. Simply Delicious!

Although I enjoyed the Port very much, the experience of sharing it with my friends and my wife, to be able to drink such a hidden treasure that was my own age, was absolutely incredible and unforgettable.

Joh. Jos. Prum Graacher Himmelreich Riesling Spatlese 2011(Purchased at the Wine House, Los Angeles, California)

Region: Mosel, GermanyVarietal: RieslingPrice: $ 36Aromas: Mineral, guava, watermelonFlavors: Citrus jam, pineapple, white peachImpression: Great fruitinessStructure: Fresh, complexDrink with: White fish in creamy saucesWhy I loved this wine? Its drynessMy Rating: 89 pts.

SURPRISING, ELUSIVE PORT Marita’s Vineyard SOMA Napa Valley Cabernet Sauvignon 2011 (Purchased at www.maritasvineyard.com)

Region: Coombsville, Napa ValleyVarietal: Cabernet SauvignonPrice: $ 89Aromas: Cassis, blueberries, dark fruit jamFlavors: Chocolate, coffee bean, red currantImpression: Big and deepStructure: Tannic, complexDrink with: The best of steaksWhy I loved this wine? Elegant, unforgettable wineMy Rating: 95 pts.

Domaine Costal Chablis “Les Truffieres” 2011(Puchased at Siegel’s, Dallas, Texas)

Region: Burgundy, FranceVarietal: ChardonnayPrice: $ 38Aromas: Citrus, hay, mineral Flavors: Lemmon peel, white truffle, melonImpression: Harmonic and crispStructure: Complex Drink with: Sole Meuniere Why I loved this wine? Deliciously crisp and freshMy Rating: 90 pts.


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Latino Leaders Magazine | Feb/March 2015

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