Florida Banking February/March 2026

Anchor Bank, Continued from page 7

Community Engagement with Impact While Anchor continues to participate in classic community-banking events, such as document-shredding days, the team has shifted toward targeted engagement that reflects its evolving customer base. Their recent participation in a Hispanic Business Summit — attended by over 200 entrepreneurs — illustrates this direction. The bank’s leadership spoke on economic trends, capital access and the unique opportunities emerging within Palm Beach’s fast-growing Hispanic business ecosystem. A Culture Built on Passion – and a Team United by Purpose As SVP Barbara Moore sees it, one quality more than any other defines the team: passion. “You can’t do this work well without loving it,” she says. “We’ve met every goal ahead of schedule. That’s because the team believes in the vision – and in Nelson’s leadership.” For Cole and Moore, the journey also carries deep personal meaning. Both leaders lived through the near-failure of their respective institutions — only to later help rescue another bank through the Anchor Home Federal merger. “We knew what it felt like to be saved,” Moore says. “And we got the chance to pay that forward.” More than a Bank: A Mission Looking back, Hinojosa reflects on the importance of community banking – and why it still matters. “Community banking teaches you everything. You wear many hats. You learn about different industries. You meet different people. And you make a real impact,” he says. “This work is meaningful — and if you’re passionate about it, there’s nothing more rewarding.” Anchor Bank’s story is one of resilience, renewal and bold ambition — from navigating crises and building a tri-county presence to setting its sights on the billion dollar horizon. It is also a testament to the power of leadership grounded in strategy, humility and heart. As the bank moves into its next chapter, one thing is clear: Anchor is no longer a turnaround story. It is a growth story — one rewriting what a community bank can be in the modern era.

in assets. At the time of the merger, assets were around $250 million. Today, the bank has surpassed $560 million — exceeding its three-year “Scale 500”

strategic goal a full year early. Leadership, Innovation and “Walking the Talk”

For a bank of its size, Anchor offers an unusually sophisticated product portfolio. The team points to loan swaps, balance-sheet swaps, factoring, warehouse lending and a robust suite of commercial credit tools not often found in community institutions. “We’re not your standard community bank,” Cole says with a smile. Hinojosa’s leadership philosophy — strategic, resilient, results-oriented and innovative — drives that mindset. “We can’t just say we offer personalized service. We must walk the talk,” he explains. “High touch and high tech — that’s our model.” He points to an example: Anchor was one of the first community banks in Florida to adopt Zelle, pushing early for integration even when their core processor questioned why a small bank needed it. “If customers are going to leave a big bank for us, we must offer the same tools,” Hinojosa says. “Or better.” A Strong Voice in Florida Banking Anchor’s growing influence extends well beyond its customer base. Hinojosa joined the FBA Board of Directors shortly after the merger — a period marked by pandemic restrictions and unusually intimate advocacy meetings with state and federal leaders. His role on the Tier 1 Committee and Executive Committee connected Anchor with industry peers of every size — from small community banks to global institutions. “It was a chance to voice the needs of small business-focused banks,” Hinojosa says. “And it helped us bring those insights back to our customers.” The Road Ahead: Reaching a Billion – and Beyond With the “Scale 500” plan achieved, Anchor recently finalized its next strategic direction: Height Billion (2026 28). The goal is ambitious, yet clearly within reach. “We’re going to be a billion-dollar bank,” Hinojosa says confidently. “I can’t say whether it will be $1.2 or $3 billion — but we will get to the billion level.” Growth may include both organic expansion and opportunistic out-of-state acquisitions — especially where Anchor’s model can serve overlooked business communities.

8 | FLORIDA BANKING