The Dig

Long-term commercial and equipment financing success depends on rigorous cost control, outstanding client service, organic growth, and strong capital reserves, as the industry continues to evolve.Success requires maintaining rigorous cost control alongside outstanding client service, 1st Source Corp. Chairman and Chief Executive Christopher Murphy III tells Equipment Finance News in the second of a two-part episode of “The Dig” podcast. 1st Source Corp. is the parent company of 1st Source Bank. “Rigorous cost control and outstanding client service are very important elements of making it work over the longer term,” he says. Other essential elements include giving second chances, ensuring employees develop and master necessary skills, and resisting flashy distractions, he adds. Murphy is stepping down as CEO of 1st Source after nearly 50 years, becoming executive chairman while Andrea Short becomes president and CEO of both the corporation and the bank on Oct. 1. Additionally, Kevin Murphy, Chris Murphy III’s son and current executive vice president and chief digital officer, will become president of the bank. Managing growth, prioritizing relationships Meanwhile, 1st Source has focused on organic growth rather than acquisitions, prioritizing shareholder value through disciplined cash flow analysis and long-term relationships, often passing on overpriced deals in favor of growing one customer at a time, Murphy says. “The key is to be patient, just keep growing and be patient, and when it's time to take your foot off the gas pedal, get it off the gas pedal, and apply the brake” he says. “There's nothing wrong with that.” Over the years, 1st Source also exited verticals that didn’t fit, including environmental equipment and aircraft financing, but preserved long-term customer relationships, often working through setbacks until clients repaid in full, Murphy says.  “We were strong enough in working through that period without the regulators coming down and telling us how to do it, so having strong capital reserves is really critical,” he says. “When I look forward, making sure that we are in this where both Andrea and Kevin come in, as well as Brett Bowers, our chief financial officer, making sure we have the right strength in our balance sheet to withstand hard hits in the economy, whether they're black swan events or otherwise, because they will come.” Tune in to the newest episode of “The Dig” to hear Murphy discuss his leadership philosophy, relationship building, changes in equipment finance, and opportunities and challenges facing the industry in the next decade. 

As digitalization and AI reshape the equipment finance industry, it remains essential for lenders to preserve and share the expertise built over years of experience. While digitalization speeds up processes, it cannot replace the need for personal expertise in equipment finance, as success still requires understanding the equipment, its use, collateral value, cash flow patterns and business seasonality to avoid costly mistakes, 1st Source Corp. Chairman and Chief Executive Christopher Murphy III tells Equipment Finance News during this episode of “The Dig” podcast. 1st Source Corp. is parent company of 1st Source Bank. “It's a multi-varied equation that you've got to be running with, but you’ve got to have the human element there,” he says. “You can't just let an AI tool do that, because it's not going to go out and collect it.” Digitalization and AI accelerate decision-making but also amplify mistakes, requiring lenders to manage client concerns and closely track equipment values, depreciation trends and economic signals, Murphy says.  Anticipating these factors helps identify early warning signs and better guide customers through market shifts. It’s also important for industry veterans to prepare younger leaders for them, he says.  “It's really counseling … be more intentional about talking about it, thinking about it, looking at it, and then moving forward,” he says. Leadership transition Murphy, nearing 80, is transitioning leadership of publicly traded 1st Source Bank after 50 years, and he aims to continue the legacy built on long-term focus, quality earnings and a family-oriented culture through his counsel as he hands the reins to Andrea Short. Short is the president of 1st Source Corp. and CEO of 1st Source Bank, and will become president and CEO of the corporation in addition to being chief executive at the bank, effective Oct. 1. Murphy will become executive chairman of both entities. Murphy’s son, Kevin Murphy, executive vice president and chief digital officer for the bank, will become bank president. Evolving finance landscape Meanwhile, as the equipment finance undergoes additional changes with new technology and evolving equipment use, experienced executives should caution future leaders against the risks of easy money, as over-leveraging and weak support from third-party financiers can leave clients vulnerable when markets shift, Murphy says. “Don't overreact and make sure you're close to the customer, counsel them through it, and be careful when the customer is borrowing somewhere else and you've got other lenders who don't know what they're doing or are going to react in a wrong way,” he says. “It's important you know who you're financing with — not only what you're financing — so that you've got people who are experienced on the other side, experienced at working through problems.” Tune in to the newest episode of “The Dig” to hear from Murphy about the lessons he’s learned after nearly 50 years in financial services, the growth of 1st Source Bank, preparing for succession, navigating industry changes, and challenges and opportunities facing the equipment finance and specialty finance industry. 

Flexible financing partnerships between dealers, lenders and OEMs; customized financing solutions; investing in scalable integrated technologies; and customer education are keys to navigating current and future market conditions. As equipment dealers, lenders and OEMs continue to look for the best methods to navigate market uncertainty, rising delinquencies and other concerns, developing flexible relationships between lenders and distributors represents a key component to successful operations, Kirk Mann, executive vice president and head of transportation at Mitsubishi HC Capital America, tells Equipment Finance News on this episode of “The Dig” podcast.  To maximize their lender relationships, dealers and OEMs should: Spend time with your lender to build a strong relationship; Allow lenders to ask as many questions as they need; Provide thorough answers — even to questions they haven’t thought of yet; and Ensure mutual understanding to strengthen trust and communication. In addition, offering customized financing solutions as a part of the sales process represents a great method of ensuring that dealers, lenders and OEMs can continue to meet buyers’ needs, Mann says. “Dealerships with the F&I manager or with a lender that is lending directly into a fleet environment, making sure that those financing solutions are a part of that equipment sales process; it helps,” he says. “It helps to ease the customer's adoption because they can afford it.” Ninety percent of respondents to a May 30-released Mitsubishi HC Captial America survey of the company’s construction and transportation clients stated they expected to use financing for new equipment, indicating a significant need for financing solutions, Mann says. Third, investing in scalable, integrated technologies and partnering with platforms that provide full supply chain visibility can greatly benefit medium-duty truck buyers who often require upfitting and additional components, Mann says.  And finally, equipment sellers must effectively educate customers on the ROI of modernization and build strong relationships with financing partners to support tailored financing solutions. Tune in to the newest episode of “The Dig” to hear from Mann about trends in equipment financing, supply chain disruptions, customer needs, new technologies and managing risks. Register here for the free Equipment Finance News webinar “Technologies to Advance Your Equipment Financing Business” set for Thursday, July 17, at 11 a.m. ET.      

Podcast: Ignite Attachments targeting Amazon-like model for attachments Listen as ‘The Dig’ speaks with OEM’s Trisha Pearson Category: Material handling As equipment dealers and lenders expand their product offerings to diversify and meet customer needs, attachment and implement Ignite Attachments is adopting an Amazon-like approach to distribution and service. The rise of direct-to-consumer and e-commerce reflects growing consumer comfort with purchasing high-ticket items online, which is something the equipment attachments and implements industry can adopt, Trisha Pearson, director of business development at the Moorhead, Minn.-headquartered OEM, tells Equipment Finance News on this episode of “The Dig” podcast.  “Websites like Amazon are also showcasing that it needs to be a relatively easy experience in doing so, and the acquisition time needs to be fast,” she says. “Although our industry, some may consider it to have been stagnant or static for a number of years, and there's a lot of our competitors who their value prop is, ‘we've been here, you can trust us,’ that's not us.” Ignite aims to partner with non-traditional third parties to integrate more payment and financing tools to make it easier for customers to search, buy and finance equipment online amid today’s economic challenges, Pearson says. “Today we have one third party plugin, it's called Credit Key, and it offers a buy now, pay later option for those B2B transactions, which is a lot of our transactions,” she says. “We're looking to expand that offering as folks are becoming more familiar in their shopping on other websites with some of those payment plugins and offering flexible ways to pay, so we want to make it easy for people to acquire our equipment in a way that's right for them.” In addition to adopting an Amazon-like approach to equipment attachment purchasing, Ignite also adopted an Amazon-like approach to the supply chain, opening distribution centers in Atlanta and Reno to make it easier and faster for their products to get to their destination, Pearson says. “Sites like Amazon are training folks that acquiring something that they purchase within two days is an expectation,” she says. “That's difficult in [a less-than-truckload] delivery world, but having availability and fast acquisition for the person who is diversifying their business and buying that next attachment to do so is really important to us.” Tune in to the newest episode of “The Dig” to hear from Whorton about trends in agriculture equipment financing, managing residual value, adapting to customer's needs, future trends and empowering the next generation of farmers. 

Increased farm income pressures have led to increased demand for farm equipment leasing as farmers and OEMs look to find a balance in the market. Farmers continue to navigate farm income pressures caused by tariffs and rising prices, Joe Whorton, director of marketing at Duluth, Geo.-headquarter global agriculture equipment manufacturer Massey Ferguson, tells Equipment Finance News on this episode of “The Dig” podcast. “There's no doubt that net farm income continues to be tight, and so you've got these multiple years of inflationary pressure, you've got elevated input costs, you've got high interest rates and then tariff uncertainty that's stressing farmer cash flow,” he said. “It's really driven a pretty high uptick in leasing activity recently, especially when you talk about mid-range and high horsepower tractors reaching its highest levels in the last five years.”  Over the past five years, Massey, a subsidiary of AGCO has gone from leasing 15% to16% of farm equipment to nearly double that amount, Whorton said. “Into 2025, we're up at almost 30% and the industry is actually higher than that — the industry is almost up at 40%,” he said. “Some of the growth for Massey that we've seen in leasing is industry-based and uncertainty-based, and then a lot of the uptick has come in the fact that we've had our residual values continue to improve.” The increased focus on meeting farmers' needs and ensuring a positive user experience has led to rising residual values for Massey's high horsepower products, Whorton said. “As a positive consequence and outcome, we can now offer farmers some of the most aggressive lease deals in the industry, and so we've seen that segment grow a lot,” he said. “With all the uncertainty I mentioned before, allowing our farming customers to maybe de-risk themselves in the near term by having that fixed cost of ownership or fixed payments there.” 

Tariffs can be considered a business problem, knowing the fact that we are a 1.4 trillion industry, and I would say close to 30 to 40% of the equipment probably is going to be impacted in some way, shape or form. Right in terms of data, crane, we cut across data, CRM and AI, it's there in our name itself. So then, if we, if you have to break it down right data, for example. So when, when you come across tariffs, you want to ensure that you're talking about how you can go from a descriptive to a predictive to a prescriptive model when it comes to tariffs and their business impact, right? By that, what I mean is just to break it down in layman terms. Descriptive is what's happening with tariffs, right? Ai, data can actually give you those insights as to what's going on when you move from descriptive to predictive. You can use data to analyze what is going to happen right in the future, right? So with tariffs kicking in, how are things going to change? Right? That is something that you can go from a descriptive to a predictive phase, and then when you go to the next level, which is prescriptive, that's where the magic happens, right? Prescriptive is the phase wherein, if what you have predicted happens, what are you going to do about it? Right? What are the actions that you're going to take about it, right? So these are the three phases that we have in our mind as we view tariffs as a business problem, and then how does that manifest as a solution? Right? So you want to have the you want to have a better grip on demand, on supply, on pricing, and you want to have, like, competitive rates and stuff bearing in mind that demand, that supply and the pricing, right? So that is what it will enable equipment, equipment financers to achieve by using data. So that's the first part of the three areas that I wanted to cover, right data. AI, I mean, obviously with tariffs kicking in. I mean, more people will want financing, but it will be harder to get right. Yeah, yeah. So, so that's where AI comes in. You want to do credit scoring, you want to kind of mitigate your risk. You want to monitor your portfolio, right? You want to de risk your portfolio. So that's where AI can play a very active role, and you can ensure that those who are deserving, those who have the credit worthiness, do get approved, right in spite of the tariffs at at higher prices, and the credit scoring and the credit decisioning becomes much, much better, yeah, so that's the second perspective I have on the AI pillar. Out of the three pillars that I spoke about, right? We first covered data. Second, we spoke about AI. And the third thing, from our standpoint and our vantage point, is CRM, right. So by that, what I mean is customer relationship management. Think about software like Salesforce. Think about software like dynamics, right? So, if you are a broker, if you are a lender, if you are a lessor, if you are a captive, if you are a non captive, right? If you are an OEM, all of the businesses, right? They have their single source of truth, which is their customer relationship management. So in the age of tariffs, or when we are talking about tariffs and the impact to the equipment finance industry, we want to ensure that you are personalizing for your end customers, right. So the personalization can only happen if you have solid customer relationship management, right? So I'll give you an example. So if you are a manufacturer in the age of higher tariffs, right, you might offer like a 0% interest deal. You might offer like a longer payment plan, right? So if you want to compete with manufacturers, with OEMs, right? If you're a finance company, if you're a non bank, or a non captive or a bank, how do you compete with your with the OEMs who are offering these kind of deals when the tariffs increase? So in that case, right? You can have personalized finance deals chopped out using the power of your CRM, if you know your customer, your end customer, well, if you know your end customer better, right? You can use that for personalized finance, and that's what CRM can help you achieve, right, right? Quinn, right. So that's our vantage point. Hopefully that was helpful. I tried to break it down into simple terms, and I tried to break technology and AI down into three areas, right, our perspective on data, our perspective on AI and our perspective on CRM and how they come together, right, to ensure that you can have like competitive rates offered. You can have personalized finance offered, and you can compete. You can do better credit scoring. In credit risking, and you can run your business better, yeah,no, that's super interesting. And I haven't even thought about the point of how, you know, as these tariffs kind of create these challenges, how, how? Yeah, using AI to make effective credit decisions, right? How that could become, you know, increasingly important. And one thing I was wondering, as far as the as far as like data collection to train the AI on, I'm wondering if there are any kind of previous global events that we can maybe turn to as examples, right, like, for instance, like the pandemic, right? Like the we did, obviously different, but some of those challenges that we saw there, as far as you know, supply chain disruptions, those are some, some like possible outcomes with the tariffs and stuff as well. So wondering if, you know, we if there's any opportunity there to use data from previous global events to help equipment finance navigate some of these challenges.Great question. Quinn, and I mean, you got it spot on, right? We experienced supply chain issues. We experienced issues towards operational efficiency at the backdrop of COVID, which is relatively recent event, five to four years ago, right? So we have seen that. So, I mean, we might experience that right with with our country negotiating with other countries in terms of the reciprocal tariffs and stuff. I mean, a lot of decisions are going to be made. Manufacturers might shift countries, and they might set up factories elsewhere, hopefully here in the US. So we might experience based on the demand, right, based on certain types of equipment which is in high demand, to your point. And just like you mentioned, I think we are most likely to experience supply chain issues, disruption, operational efficiencies and stuff. So I think that's exactly where AI can can come in, and you can kind of optimize your inventory, right? So at data cream, for example, we get into discussions where you're talking about trunk stock in terms of mid devices, inventory management and stuff like that. So you want to ensure that high ticket items or items which a lot of businesses need, which are in high demand, are easier. I mean, you're not. They're not spending time sitting in, sitting on the shelf somewhere, right? Likewise. I mean, if you can, if you can understand that, hey, I mean, there's going to be this disruption, or the manufacturers is going to make some strategic decisions. I mean, that's where you can use AI and ensure that, basically, the operational efficiency is their supply chain issues are mitigated. So absolutely. I mean, I think we can look at those prior events like COVID, we can look at those macro scenarios, right to ensure that they are not entering into the same territory and they're not getting impacted by those same kind of issues due to tariffs. So, yeah, absolutely, I think it, I think it definitely can help, absolutely,yeah, and I mean even tariffs too, right? Because, I mean Trump, he imposed tariffs during his first term as well. Obviously, maybe not to this, this degree, but, but, you know, I think there's some, some precedent there. And one thing I'm wondering, if, for maybe those, those lenders out there who maybe they just, they're new to AI, they haven't used it very much. And, you know, I think about some of those relatively simple AI tools out there, like, large language models, right? I'm wo...

With the rise of AI and automation in the equipment finance sector, lenders must shift to a digitally-focused infrastructure. Using technologies like AI to streamline processes, enhance transparency and improve customer service can help equipment financiers develop better solutions, Jeffry Elliott, founder and chief executive of Elevex Capital, tells Equipment Finance News on this episode of “The Dig” podcast.  “We're trying to implement the latest and greatest technologies to create a more fast, flexible and transparent process, enable transactions to happen digitally, and utilize artificial intelligence to work with our customers,” he says. “We also pick up the phone and talk to people and go visit people, just old school way, but we're utilizing technology where customers want to utilize it, and making the process better, taking friction out of the equipment finance process.” Bank originations decreased more than 30% in January, while independent originations rose 9%, according to the Equipment Leasing and Finance Association’s CapEx Finance Index, released Feb. 26. The volatility in the equipment finance market between banks and independents creates an opportunity for independent lenders to take advantage, Elliott says. Technology helps equipment financiers obtain asset management information, such as transaction details and financial statements, faster and better organize the data, Elliott says.  “You only have so much time in the day to do everything, so bringing those technology assets to bear and the big transactions are going to make them faster and more flexible and a better experience for the customer and meet their deadlines,” he says. “It also helps us in terms of risk on concentration risk.” Tune in to the newest episode of “The Dig” to hear from Elliott about implementing AI, balancing speed and efficiency, managing complex transactions with technology and advice for what he says may be a “choppy” environment ahead for equipment finance industry. Early Bird pricing for the third annual Equipment Finance Connect ends March 28. Taking place at the JW Marriott Nashville on May 14-15, 2025, this is the only event for both equipment dealers and finance providers. Learn more and register here.  

Johnnie Martinez   0:06 All right. On today's episode of the Dig, I am joined by Ivan Franklin of Mitsubishi HC Capital America and I will let him introduce himself further. Ivan Franklin   0:15 Yeah. So obviously, I'm, I'm Ivan Franklin. As Johnny just mentioned, I'm the the VP of Business Development focusing on new OEM finance partnerships for Mitsubishi HC Capital America. I've been with the company now and it's kind of crazy to think, but it'll be 12 years coming up in September. That's been through a couple different iterations. We work Creek grids and we're about by Hitachi. Got you. Then we're about by Mitsubishi, so there's been changes too, but I've been. I've been here for all of those. So it's been a great experience know I currently report to our Itasca IL Office, but I I work out of my home here in Stillwater, MN. So you got me on a good day because the sun's been shining the last couple days, which we haven't seen in about 3. So energy levels are high, but yeah, that's that's my my, my background for my, for myself, I've probably been in. Construction financing now for seven to eight years. I didn't start there in equipment finance, but that's where I've been. And you know, I've learned a lot. I think it's a great industry and I'm excited to continue my career and and growth within this industry as well. Johnnie Martinez   1:16 OK. Ivan Franklin   1:21 And you know, no. Go ahead, Johnny. Sorry. Johnnie Martinez   1:27 You rob the construction industry specifically and that's kind of going to be our focus here today. And you know one of the reports that the Mitsubishi HC Capital America put out. Ivan Franklin   1:33 Yeah. Johnnie Martinez   1:38 Back in January was some of the trends to identify, but I wanted to get your take on it. As someone who's a lot more in in the trenches, in terms of what the? You know, construction industry should be expecting for the rest of this year and sort of what are those key trends to to watch. Ivan Franklin   1:58 Yeah. You know, there's a a handful of trends that that we're kind of seeing out there. I think the first one we saw on the latter part of 2024 and it's going to, I think continue to creep into 2025 and that's just a little, you know, economic uncertainty and some slowness in the market. You know inflation still here I think. From an anecdotal standpoint, we're still seeing some equipment purchases drag on or some finance quotas that out there longer than normal, right? So I'm hoping that's not going to be the case. 25 But that's kind of what we've seen. And my next point. I'm proud of myself. It took me all but a minute and a half to shamelessly plug some financing, but I think there's going to be a continued shift towards flexible finance offerings. We're already seeing it now and I think we'll continue to see it, but an increase in in appetite for FMB leases and operating leases since they provide the most flexibility and typically have the, the lowest monthly payment and then maybe some structured finance. Solutions and when I say that I mean things with skipped payments or seasonal payment streams on on loans and leases, things that match the cash flow cycle of businesses, we'll see too. Other things are growth in the rental industry. I think we probably say that year after year, but it's going to be the the case this year as well. It's a continually growing market and again for some of the same reasons, right. I think it's more flexible for customers and also can be cost effective since you're paying for the use of the equipment. Ment electrification is going to be a big one. You know all the OEMs out there have some form of electric piece of equipment that there's, you know, big marketing push behind. And then lastly just increased adoption of technology. So things like AI telematics and automation. Johnnie Martinez   3:49 That that makes a ton of sense. And yeah, it's a lot of the the same themes behind all the the trends, right. It's about meeting these these user needs these customer demands and getting exactly what they kind of need depending on where their business is going. All right. Ivan Franklin   4:05 Exactly. Johnnie Martinez   

Johnnie Martinez0 minutes 5 seconds0:05Johnnie Martinez 0 minutes 5 secondsOn today's episode of the Dig, I am joined by three members of the altar group and I will let the three of them introduce themselves.Johnnie Martinez 0 minutes 14 secondsWell, if you'd start us.VGValerie L. Gerard0 minutes 15 seconds0:15Valerie L. Gerard 0 minutes 15 secondsSure. Thanks, Johnnie.Valerie L. Gerard 0 minutes 16 secondsI'm Valerie Gerard Co, CEO of the Ulta Group and I lead the largest practice within Ulta that's focused on providing general consulting and advisory services. And you know it might make sense for me just to spend a second to introduce the Alta group, to your listeners who aren.Valerie L. Gerard 0 minutes 32 secondsFamiliar with us, we have been around for 30 years.Valerie L. Gerard 0 minutes 37 secondsWe are the undisputed leader when it comes to providing advisory services.Valerie L. Gerard 0 minutes 42 secondsOn a global basis to the equipment leasing and finance.Valerie L. Gerard 0 minutes 45 secondsIndustry, we are exclusively focused on equipment finance and leasing.Valerie L. Gerard 0 minutes 50 secondsWe're not distracted by mortgages or consumer autos. It's just the core equipment leasing business and anything that a client would have in terms of a need, we do it.Valerie L. Gerard 1 minute 3 secondsSo that could be assisting them with some growth initiatives, entering new markets, becoming more efficient in what they do.Valerie L. Gerard 1 minute 11 secondsWe have a lot of competitive intelligence, market intelligence work we.Jim Jackson 21 minutes 28 secondsSo I would imagine that's that's going to be another leg in the stool that people will consider as we go forward.Jim Jackson 21 minutes 34 secondsIt's just still a bit at the infancy stage right now, so it's it's it's a consideration, but I wouldn't say it's a major factor just yet.Johnnie Martinez21 minutes 46 seconds21:46Johnnie Martinez 21 minutes 46 secondsHey, understood. And as we we sort of get into the end of this, I know this report is so comprehensive and touches on so many different things that we could discuss. But I want to be valuable with with your time and obviously the listeners time if we could.Johnnie Martinez 22 minutesGo through and kind of some some key takeaways, distillation, maybe one or two from each of you of things that you know sections in the report.Johnnie Martinez 22 minutes 8 secondsKey things that you learn while putting it together that the reader should be aware of and you know they can.Johnnie Martinez 22 minutes 13 secondsThey can go in and look at the the report themselves.Johnnie Martinez 22 minutes 15 secondsOf them trying to get the the more macro view of it.Johnnie Martinez 22 minutes 21 secondsWait a few would start.RRRick Remiker22 minutes 24 seconds22:24Rick Remiker 22 minutes 24 secondsWell, I would start with, you know, watch for the continued reemergence of Banks re entering the space. More than likely with a little more pricing discipline and probably a little more measured balance sheet growth focused predominantly on customers.Rick Remiker 22 minutes 43 secondsSo I don't think that it's an end to the glory days of of independence and captives, but I think you'll see 2025.Rick Remiker 22 minutes 51 secondsThe banks will come back, particularly the regional banks will come back.Rick Remiker 22 minutes 54 secondsBack in a much stronger fashion.JJJim Jackson22 minutes 59 seconds22:59Jim Jackson 22 minutes 59 secondsYeah, Johnny, I'd say from my standpoint on the M and a market, you know we're expecting a strong M and a market.Jim Jackson 23 minutes 5 secondsI think there's a lot of things in our favor.Jim Jackson 23 minutes 7 secondsThe caution again is keep an eye on the interest rates.Jim Jackson 23 minutes 11 secondsLet's see what the Fed does.Jim Jackson 23 minutes 12 secondsLet's hope we can continue on our course to have a soft landing and the interest rates behave so that we can continue to see some progress in the M and a front in 25.VGValerie L. Gerard23 minutes 25 seconds23:25Valerie L. Gerard 23 minutes 25 secondsAnd I would just throw in one cautionary note.Valerie L. Gerard 23 minutes 28 secondsYou know the industry has benefited from some very strong credit quality over the last handful of years and I think it's just time now where we're starting to see potentially some stress on portfolio.Valerie L. Gerard 23 minutes 40 secondsSo keep a watchful eye.Valerie L. Gerard 23 minutes 42 secondsWe're not concerned that there's going to be any big credit crunch or crisis out there, but just start to just start to pay a little more attention on the credit book.Johnnie Martinez23 minutes 53 seconds23:53Johnnie Martinez 23 minutes 53 secondsCaviano that that all makes a bunch of sense.Johnnie Martinez 23 minutes 55 secondsAnd you have so much of it is, you know, you can do the due diligence on the front end.Johnnie Martinez 23 minutes 58 secondsIt's less problems on the back end.RRRick Remiker24 minutes 1 second24:01Rick Remiker 24 minutes 1 secondAbsolutely.VGValerie L. Gerard24 minutes 1 second24:01Valerie L. Gerard 24 minutes 1 secondThere you go.Johnnie Martinez24 minutes 3 seconds24:03Johnnie Martinez 24 minutes 3 secondsAlright. Well, with that all in mind, I would just say if is there anything else that our listeners should know about the report or the Alta group and then obviously they can read the the reporting itself and but anything else in particular that stands out that we should.Johnnie Martinez 24 minutes 18 secondsDiscuss at this moment.RRRick Remiker24 minutes 22 seconds24:22Rick Remiker 24 minutes 22 secondsAgain, go to thealtagroup.com and pull down the 2025 Alta Group Insights report.Rick Remiker 24 minutes 26 secondsI think it'll be a excellent 5-10 minute read.Johnnie Martinez24 minutes 32 seconds24:32Johnnie Martinez 24 minutes 32 secondsAlright, well, I thank all three of you for Jim.Johnnie Martinez 24 minutes 35 secondsAre you gonna add something? Sorry.JJJim Jackson24 minutes 37 seconds24:37Jim Jackson 24 minutes 37 secondsNo, I was just going to also say and once once you go to the website and pull down the report and read it, obviously if you have questions about the report, you know, I'd encourage everyone. Our contact information is out on the website.Johnnie Martinez24 minutes 40 seconds24:40Johnnie Martinez 24 minutes 40 secondsHmm.JJJim Jackson24 minutes 47 seconds24:47Jim Jackson 24 minutes 47 secondsFeel free to call Valerie or Rick or myself.Jim Jackson 24 minutes 50 secondsWe'll be happy to explain anything that maybe isn't quite clear or expand on any of the discussi...

Johnnie Martinez   0:04 On today's episode of the Dig, I am joined by Declan North of Tarrick Financial Services and I will let him introduce himself and go deeper into his background. North, Declan   0:13 Johnny, thanks very much. Obviously Declan North and Global Director of Trade and financial Services for tariffs financial services, looking after the Materials processing Division materials processing is one of the two segments or one of the three segments of the Terex Corp, which is quite a diverse segment. I have been with financial services. Now I'm heading into the 10th year, so only feels like yesterday when I joined. I'm an Irishman from the accent, I'm sure you can detect, but based in the UK and I covered a globe from my little office here in Chinar in Oxford. So delighted to be on and look forward to this podcast. Johnnie Martinez   1:03 Fantastic. Well, it's great to have you. I'm glad we were able to get connected and. You know, I think it's important to talk about everything you guys are doing, especially, you know you look at it from a a global scale, this industry is changing so much all the time. You know the individual lending segments and then the wider lending space from where you sit in the role you have, you know what makes kind of your job at Terex Financial Services unique and what makes the the division you cover so so unique in the space? North, Declan   1:34 Oh, that's that's that's really the $6 million question. I'll tell you why I love the job I it is the uniqueness of it. So Terrib financial services, we are the captive arm, but we don't operate on books. So we operate with a number of funding partners. What makes my role really unique is that when I say it's a global role, most people show that global role into their title. But this is truly a global role. So. Material processing cell or have dealers or provide facilities? I have an involvement in it and that's from the start right through to the finish. So it's a really integrated job. I get to see different cultures. So last year I was in Australia, I was in India, I was in Dubai. You don't know where you're going to find yourself, which means that you're not just restricted. To one area or one segment or one territory. You've gotta get a broader understanding of the different cultural and we may talk the same language, but there's different variances and cultural differences as you go from country to country, region to region. So you know, that's what makes it quite unique. What makes Turks material processing unique is we're made-up of about 2627 different business units, each one of them has a different requirement. It's quite a diverse portfolio of businesses and that's what makes it really interesting. So you get to see. You know. Concrete mixer truck. You get to see a volumetric mixer truck. You get to see a shredder, you get to see Crane, you get to see material handler. You get to see a crusher or a power screen or Finley crushing screen. And so it's really quite diverse. Eve equip screeners no two days are the same and no, no. Same. No two hours are the same, let alone 2 days of the same. So that's what makes it really exciting. And we work with a great crew. You know, our guys are really, really professional. They're they're long term employees that have a really passionate feel about the business and I suppose we're the same, whether it's the financial services, whether it's the equipment side, you really are ingrained in the business and kind of passionate about it. Johnnie Martinez   4:07 That's you OK11 other question. I was gonna wanna ask, and I was gonna have this at the end, but I'll. I'll go ahead and do it here because of what you're just talking about. You know, I've had the luxury of talking with a lot of people who operate in this industry, especially at the the United States domestic level. Or, you know, they'll do some international stuff with Canada or Mexico with you operating on this global level, right? What advice would you give to someone who's kind of stepping into that? Level of equipment finance and starting to operate in that world as far as you know a global. Level of transactions and interacting with people all around the world versus maybe just Aus or just auk. Just a domestic transactions. North, Declan   4:47 Yeah, yeah, that's a great question. And it's quite funny. So to kind of give you a little bit of history, I I moved to the UK 14 years ago. So up until then. All my working life had been in Ireland. Expect that you move to the UK. That would be fairly similar to Arlington. The similarity was kind of the language. You know the products were slightly different. The the actual. Way people transacted was totally different. So it was the first kind of eye opener. And then as I moved to the UK and I started having a kind of more of an international role, the advice I would give is embrace the local culture and get to know that. Local culture before. Trying to predetermine what you want to offer, because once again, you know, they may have the same. Products, but the delivery of those products or the the local way of dealing is is different, you know Middle East is totally different to India, which is totally different to China, which is totally different states, which is totally different to Europe, you know and that that was one. Of the things I think over the last 14 years. That is really struck home with me is. Understand who you're dealing with and understand the culture, because I think that's that's the first step to actually making it a success, because if you get to know that person or get to know their culture and accept and embrace, it makes a big difference. A simple little thing. Irish people tend to talk very fast. Slow down, you know. I mean, I know you're there. You go that you know, if you had to set that to be 14 years ago. Johnnie Martinez   6:31 That. North, Declan   6:35 Yeah. No, I don't know what you're talking about. But yeah, you know it's that would be my my best advice. Look at the target market. Look at the culture. Understand the culture. I'll tell you a funny story, but I went and started doing business in India. First I sat in the meeting and the Indian people are fantastic. People are absolutely lovely people, but they don't like to say no and you know, I came away thinking, wow, that was really good and really, you know. Really easy and when I got back to the UKI started sending my follow up emails, you know, kind of this what we're going to go. Oh, no, we can't really do that. And I was kind of going, you should have told me that when I was down there, but my local guys were kind of gone. They didn't want to offend you and then kind of go well. You know, I'm usually. I'm not usually offended so. Prefer to talk direct, but that was an eye opener for me. You know, 'cause, I came away thinking I had agreed something, but I agreed nothing and I had to go back and start all over again, you know. So that was that was a really big learning experience, but I've enjoy...

Welcome to The Dig, where equipment finance news editors connect with industry leaders and dealers to discuss news analysis, market trends, tips, and more. I am Johnnie Martinez II, Senior Associate Editor of Equipment Finance News, the one news source for both dealers and lenders. Today we're joined by Fleet Advantage's Brian Holland, and I'll let him introduce himself. Hey, good afternoon, I'm Brian Holland, CEO of Fleet Advantage, delighted to be here. Delighted to have you, and I want to start off, for people who maybe aren't as familiar with you guys, who is Fleet Advantage, and what role do you guys play in the equipment industry, specifically the transportation industry? So Fleet Advantage is the largest independent lessor for heavy-duty Class A trucks in the country. We're also the leading innovator for specialty financing, fleet data analytics, fleet management services, and life cycle cost management. We serve more than 50 of America's top corporate transportation fleets, and Johnnie, while we're technically a specialty finance business, we're better described as a business intelligence or an asset management firm. We use data analytics, deep industry expertise, and flexible financing solutions to help our clients make better decisions about their fleet, to improve productivity, to reduce their environmental footprint, and save millions and sometimes tens of millions in operating costs. So our innovative life cycle management program also helps fleets to meet their ESG objectives while effectively managing their transportation assets. Right now, we're helping our clients plan for the future and deal with the rapidly changing landscape. To your point, the current state of the market has been in such a flux, the rapidly changing landscape, as you said, and some of that is also the role that you guys have just had to play has changed, and the role that lenders have had to play has changed, but with that in mind, how do you evaluate the current state of the transportation and fleet finance market? You know, despite all the economic challenges that are facing the transportation sector today, it's a fascinating time in the industry. All of the experts are predicting the largest truck pre-buy ever in 2025 and 2026, due to the EPA's 2027 NOx rule, the California Air Resource Board mandates, and the allocation, which is driving a shift to zero emissions trucks. And other states have been following suit. So, we all know that it's a cyclical market, but now more so than ever. We came out of COVID and post-COVID with a lot of equipment on allocation. Demand was high, production was limited, and there were lots of supply chain disruptions. Now, fast forward to today, it's a buyer's market, but that's going to change quickly, and then we'll be right back into a period of allocation and rising prices. So, this really emphasizes the need for flexibility and agility to be able to respond to changing market conditions, and we're advising our clients to have a long-term strategy to navigate the next few years. You talked about a few things there that sort of went to how you guys have been able to be successful in this more challenging environment. The flexibility, the talking strategy with your clients, is there anything else that really stands out to you in terms of how Fleet Advantage has been able to have a strong 2024? Well, I would tell you that there are opportunities in every market. We listen to what our clients are telling us and the challenges that they're facing, and then we look for innovative ways to help address those challenges. We introduced a number of new products during this past year. We introduced new analytical navigator tools for intelligent decision-making to help clients identify the appropriate equipment to help continue to reduce emissions, which in many cases remains focused on adopting newer clean diesel technology. We also partnered with FleetNet America and Cox Automotive to provide organizations with transportation fleets, specialty financing with reliable access to a nationwide maintenance solution, and we also introduced our EVPath program to help support companies with transportation fleets that are transitioning to EV and alternative fuel trucks. So under this program, we matched the monthly payment on the lease of an electric truck to that of a diesel truck, which represents a more digestible investment for the fleet. This could represent savings to the fleet of up to $3,000 per truck per month, in addition to offloading the bulk of the equipment's residual risk. So education is also a big part of our mission, and we've recently held a series of webinars to help fleets navigate the allocation and emissions mandates. And all of these innovations have really helped our clients, but they've also helped us to surpass, you know, $1.1 billion in syndicated lease volume over the past 12 months. Well, that's amazing. And you talked about it quite a bit there. You know, obviously there's a little financial success about it, but the education side of it and the approach to sort of EVs with the webinars and with the EVPath program, and when you think about all that and putting it together, you know, there's a lot of conversation as to what the future is going to look like as far as EVs go, both in terms of what has been happening, what has come out of the election. We don't know necessarily what it's going to look like. From where you guys sit, and as you start looking into next year, how are you approaching it, and how do you think the industry should continue to approach it? Well, that's a great question. You know, with the change in the administration, you know, there's been talk about, you know, what role does, you know, the EV mandate play going forward? You know, our discussions with all of the OEMs, you tell us that, you know, the market is still going in the same direction. You know, all the OEMs have made substantial investments in infrastructure and in new technology, you know, which they want to bring to market. Now, you know, that may change a bit with the new administration, but we expect that things will continue on their course. So, we're continuing to advise our clients to take a practical and measured approach, you know, to the shift towards alternative fuel vehicles. And it's really important to understand where these newer technologies sit within those organizations, but also to balance, you know, the EV adoption while recognizing the significant investment that's going to be required. So, what that means for us is helping our clients, you know, develop a multi-year procurement plan, which includes a roadmap to align with the OEM offerings and also market trends, and then scrutinizing operating and performance data to optimize the procurement and the viability of those alternative fuel vehicles. So, a really interesting time in the market. Gotcha. And you talked about it some there in terms of how you guys are working with your customers in all of this and make sure they're in the best setup. Are there any other challenges that maybe we haven't talked about that you're hearing from them as far as, you know, EV adoption or even into the wider transportation space, talk about things like clean diesel and things of that nature? Well, that can be a pretty long list. Fair enough. But certainly at the top of the list is the need for flexible and competitive financing options to help produce truck and finance costs. So, preparing for the car pre-buy is also top of mind for fleets. You know, they want to know how to go about acquiring alternative fuel equipment. They want to know how to balance their operational effectiveness with their financial flexibility. Also, you know, how do they manage fuel and maintenance costs, you know, while progressing towards a carbon-free future? One of the things you brought up there that I think is worth talking about, especially as we get into 2025, the flexible fin...

Todd Backman, President and CEO of Florida Coast Equipment and Big Orange Rental, discusses how they prepared for and managed the impact of hurricanes on their dealership and rental operations. They prioritize the safety of their employees and customers, prepping their stores and equipment for potential damage. They also ensure that essential equipment like generators and chainsaws are available in affected areas. The response to the hurricanes is ongoing, with some areas still underwater and ongoing demand for equipment. The rental business has seen increased demand, with priority given to existing accounts. Welcome to The Dig, where equipment finance news editors connect with industry leaders and dealers to discuss news analysis, market trends, tips, and more. I am Johnny Martinez II, Senior Associate Editor of Equipment Finance News, the one news source for both dealers and lenders. And on today's episode of The Dig, I'm joined by Todd Backman, President and CEO of Florida Coast Equipment and Big Organe Rental, and I'll let Todd introduce himself. Thanks for joining us today. Yeah. Happy to be here. Yeah. I'm Todd, President of Florida Coast and President and CEO of Florida Coast Equipment and Big Orange Rental. We are a 14-location Kubota dealership as well as Big Orange Rental, which is our rental arm. But even that is predominantly Kubota equipment, focusing in Florida. We have stores from Ocala to the Keys, which is basically three-quarters of the 80% of the population in Florida, 260 employees, and I'm excited to have a conversation today about what's going on in the industry. Fantastic. Well, again, thank you so much for joining us. And, you know, you talked about it so much of what, well, everything you guys do is based in the Florida region, which has been drastically impacted by not one but two hurricanes that have come through. And so with the Florida market being impacted by these hurricanes, first off, how did you guys prepare to kind of manage the situation both at the dealership level and at the rental level because there's some subtle differences between the two? Yeah. Yeah. So, look, the first and foremost we want to do is go, okay, guys, let's look at this from the human perspective. What do the individuals need to do at home? And so what we try to do, which can be fairly disruptive, is that anything that's in the cone kind of four days out, you know, four to five days out, we start prepping the store no matter where it is. And so if there's a chance that it's going to get affected, we start prepping the store. And that is literally, you know, getting machines off of racks and getting things down, anything that can fly away or become a projectile, get it on the ground, get it inside, making sure crates are cleaned up, making sure trash is cleaned up, just kind of the really basics. And what we try to do is get in front of that so that when we're 24 hours out, people can go home and get their homes ready because a lot of times the people are waiting for the last minute to do their homes, but we try to get in front of it from the dealership perspective so that people can get out and take care of their homes. The other thing we do is that, you know, if the East Coast isn't going to get affected, but the West Coast is, whether it's grapplers, generators, chainsaws, we try to get that stuff to the affected markets as quickly as possible. And kind of the way that goes is really the five days leading up to a storm, you're going to sell generators, you're going to sell chainsaws, that's what it's going to be, gas cans, whatever is essential to kind of get through that initial wave. And so we try to get that stuff in quickly. Molly and her team are working on the marketing side to make sure folks know what we have and what we don't have because gas cans, you may have a floor full of gas cans and two days later you have no gas cans. You may have generators and then you don't have them. It just is a matter of how quickly these things go. And so that's kind of the first run. Then right before the storm it's, you know, making sure that we have everybody's phone number, know where everybody's going. I usually am the first one in and so I'll usually go in and maybe another member of our team will go in. We find a hotel close to what we believe is going to be the most affected area. We're going in to make sure that we have Starlinks ready to go coming out of the storm and things like that. So we want to kind of get in as quickly as possible. First and foremost, we're trying to check with our staff as quickly as we can, hey, is everybody safe? Everybody good to go? Then we're looking at our facilities. And then the immediate thing is like, okay, guys, this is go time. You know, we get up in the morning and say we're going to deliver superior customer service on rival product support every day. You find out whether you really believe that or whether you're able to do that after a storm because guys are putting together machines without power there. You're doing contracts without power. You have no internet. You have no phones. I mean, you go third world country really quickly after a storm and so anything we can do on the front end to prepare for that is simple. I mean, things as simple as price books. In the old days, you had paper price books. Now everything's online so we're making sure that we're downloading price books coming out of making sure that if we have no power, we have no internet, that we can still get it. And if you haven't lived through a storm, I mean, when the cell towers go, I mean, you have nothing. I mean, you have Starlink and that's it. People don't realize. You know, the old days you had paper contracts and you had paper quotes and all that. You don't have any of that. Everything is electronic now so you've got to figure out how to operate back in the dark ages again when this happens. And so anything you can do to prepare for that is what we're spending our time on. Gotcha. And, you know, now we're a few months removed. How has the response sort of been at the dealership level both in terms of, hey, here's what we've done to kind of move forward and get our operations going, but also, you know, now we're starting to get to the back end of it. We're returning to whatever normal is at this point, right, because they try to get back to 100% normal. Yeah. So this storm was really strange. One, the devastation was way worse than what the media covered. Obviously things in North Carolina had been so bad that what happened here was small. But, I mean, it's – look, we're talking November 15th today. We still have communities that are still underwater from that storm. So we haven't come out of it. There was – you know, there was a couple of pictures of the Tampa Bay Stadium and things like that. But that really wasn't the damage. If you live in the northeast, you'll probably understand this best, is that, you know, usually after a big snowstorm, the main highways, they get clear really quickly and they look good. But the side roads were a disaster for weeks. That's really where we are right now. The main roads are clear, but there were tons of coastal flooding damage done. This storm did not bring the normal wind damage that you see in a lot of places. But it was tons of flooding, tons of inland flooding, and the damage on this was not – you didn't look at one area and it'd just be devastated. You would drive two hours over a big rainstorm and then you'd show up and it looked like you had a massive flood. It didn't look like a hurricane, it looked like a massive flood. Then you'd drive across to Vero and, I mean, the tornadoes just wiped the place out. And so, you know, it's been spotty as far as how do you recover from that. So what we didn't get was that normal deal where, you know, you'd have massive powder towerages, they'd build one for weeks and things like that. So yo...

Johnnie: Welcome to The Dig, where Equipment Finance News editors connect with industry leaders and dealers to discuss news analysis, market trends, tips, and more. I am Johnnie Martinez II, Senior Associate Editor of Equipment Finance News, the one news source for both dealers and lenders. Johnnie: At this time, I'd like to introduce today's guest, Greg Arscott, president of Peterbilt Dealer the Pete Store. What is the Pete's Store and what area of coverage do you guys have at your dealership? Greg: All right, so we are – we have 30 locations, and those locations go from Miami in Florida up to Boston, Massachusetts. Johnnie: Gotcha, okay, and so with the main topic of the conversation being around the hurricanes, you are all up and down the coast. Greg: Yeah. We had a unique perspective. We were hit multiple stores in different ways. With – to your point, with the – both Hurricane Helene and Hurricane Milton impacting your stores, differently, I guess for starters, how did you guys prepare for the hurricane season, just to try to get your story as wide as possible? Yeah, well, we have six locations in Florida, and unfortunately, we're pretty good at responding to hurricanes because it seems like, once or twice a year we're being impacted some years even more in really active seasons. So we get the opportunity to run those bases quite frequently. So what we – I mean, what we've done is we have generators that are on standby. We store them at a central location, and we will – and we have pallets of water and food supplies that we keep stationed in a central location. And so then when we have an issue – we also have, like, things like window air conditioning units, right, so for employees – because generally what happens is we have generators at all of our locations. So we have power at our store, but it's our employees that are impacted generally the most, right, because the residential grid takes longer to get up. And in the case of Haleen, where it took down a lot of trees, what we saw is the commercial areas that didn't have a lot of trees, those areas weren't as impacted, but the residential areas with lots of trees down took out large parts of South Carolina and North Carolina power grids. So what I was going to say is what we do is when we have a storm coming, obviously you get pretty good warning, and we will pre-position support supplies in wherever the idea wherever the biggest impact will be. And in that way we're already in place with generators, fuel, water, and are able to respond quickly. Johnnie: To your point, right, with hurricanes compared to other natural disasters, you do have a pretty decent warning what's coming. You may not know the severity, but we're in the general path of this hurricane. We may want to start preparing. Greg: Exactly. Yeah Johnnie: Since then we're a few weeks removed from all this now. How has the response been? How has your dealerships kind of come out of this on the back end? Greg: Well, I mean, we were fortunate. Our dealerships were largely untouched, aside from losing some power on a couple of downed trees here and there, not a significant impact. I think the impacts really were felt with our employees and friends and family, and then just the communities that we work in and serve on a broader scale. So once we figured out that we were okay, the dealership had power or had backup, was on backup power, and there was no damage, then you quickly shift your focus to, okay, well, let's make sure our employees are taken care of, friends, families, customers, what we can do to support there. So that's really been the lion's share of our response has been really helping other people because, our dealerships, we were lucky there. Johnnie: And to your point about the communities, how or what role have you guys and maybe other equipment dealers in the area sort of played in the response to the hurricanes in your communities? Well, obviously, your employees, but even beyond that? Greg: Well, I think the most meaningful was or has been is our relationship with a non-profit that we've had going back almost 20 years, and it's a non-profit called the First Response Team of America, and they are really – it's a really unique non-profit. So it was founded by a guy named Tad Agoglia – I can get you that spelling – and he was a government contractor, and I guess it was right around Katrina, he was a successful government contractor, showed up a few weeks late to see all the devastation and just felt this profound sense of guilt over the fact that he knew that he should have been there sooner and he could have actually helped people instead of just cleaning things up. So he changed his business model and became a non-profit disaster response unit, self-funded and with the goal of showing up to natural disasters in the first kind of few hours or before, even in some cases, a natural disaster struck. And the nice thing about that is we have trucks, and he needed trucks. So our role with him has been to supply Peterbilt trucks so that he could haul his equipment and then – and also some – helping to fund some of his ongoing expenses and operations. So when this happened, it's one of those things that it seems like these disasters happen far away until they happen in your backyard. So I called Tad and said, Tad, Western North Carolina, we have a dealership we're building right now in Asheville, but we don't necessarily have a – we don't have a dealership there yet. In talking to friends and customers and obviously seeing in the media some of the devastation, it was pretty clear that's where he had to be. So in working with Tad to dispatch his equipment, and then we had a customer in the area that was gracious enough to let him stage his equipment in Asheville at his facility that he responded within a couple days of the storm hitting. And the unique thing with someone like that is that they have specialized equipment that most don't, right? So like he had a Peterbilt grapple truck where he could take trees off of homes or move fallen objects, things – clear roadways, things like that. He's got skid steers and big chainsaws, things like that that you just – most people just don't have. And he coupled that with the experience that he has of disaster – of managing a – the wake of a disaster and the uncertainty, the lack of communication, the lack of fuel that goes along with that. That can be very jarring for people. He does that all the time, right? So he's kind of the calm in the storm. And so that's a pretty unique opportunity for us to work with someone like that. And to go one step further, because, we've got these – we have 325 technicians, service technicians that are across the country, and they're all very skilled at fixing trucks, but they're also very skilled at fixing things and working with their hands. So what we do is, when we have a – when TAB responds to a disaster that's in the region of one of our locations, we'll put a alert out to all of our employees and say, hey, this is the response, this is where it's going to be, and here are the skills that we need. You need to have a CDL, you need to be able to run a chainsaw or heavy equipment, you need to be CPR certified, whatever it might be. And it's always amazing the response we get from people who put their hand up and say, well, I'm all of those things, and I'd like to come. And so instead of having people who show up and get in the way, they show up and really can help move the needle. And so we pay, full wages for folks who are volunteering, and that's probably from a charitable standpoint the most impactful thing that we do, certainly, in a disaster situation. Johnnie: I didn't know that. Sorry, I'm going to choke up here. That's great stuff. Just hearing, part of it, right, understanding, hey, there's an expert in the field that we can work with that can do his part of it, but...

There are two keys to success in the equipment finance industry in a high interest rate environment: adequate vetting and balanced partnerships. Partnerships in the industry are the best means for companies to meet their goals and objectives, but aligning the partners' goals equally remains key, Brian Rosa, president of commercial finance at Mitsubishi HC Capital America, tells Equipment Finance News in this episode of “The Dig” podcast. Brian Rosa became president of commercial finance following the April 1, 2023 merger of Mitsubishi HC Capital America, ENGS Commercial Finance and Mitsubishi HC Capital (USA), operating under the name Mitsubishi HC Capital America, and over the past seventeen months, Mitsubishi HC Capital America announced several new partnerships. Mitsubishi HC Capital America recently partnered with the PulPac and the Seismic Group to finance sustainability equipment and technology, according to a Sept. 10 release. “Generally, both companies’ goals and objectives need to be aligned, and it's also important that the benefits derived from the partnership are equitable for each party,” he says. “I don't think I've seen too many partnerships where one party is getting considerably more benefit than the other. Those partnerships typically just don't work out in the long term, so we want to make sure we're aligned and we're each getting equal benefits.” Another key component of equipment finance partnerships is developing partnerships that can exist across both strong and weak business cycles, Rosa says. “The higher interest rates coupled with inflation have created challenges for many companies, and it's led to some volatility in certain sectors, so when we partner with someone, we want to know we'll be able to count on them just as they would expect to count on us through the ups and downs.” Tune in to the newest episode of “The Dig” to hear from Rosa about equipment finance partnerships, market outlook and market opportunities. 

Equipment financiers face exposure issues in key segments as pandemic-era risk management decisions continue to become portfolio problems. While the pandemic-era supply shortages drove up used-equipment values, units financed at those higher values now represent delinquency and risk management issues, RJ Grimshaw, chief revenue officer at Orion First and former president and chief executive at UniFi Equipment Finance tells Equipment Finance News on this episode of “The Dig” podcast.  “Everyone’s portfolio performance over the last, [lets] call it five to seven years has been spectacular; better than historical average,” Grimshaw says. “Everyone was just focused on the origination aspect and how much capital can we deploy at a pace because that’s where it’s at.  But, he says, “They took their eye off the portfolio management aspects and risk mitigation part of the business, and, suddenly, they started exposing these issues because they weren’t focused on that.” Grimshaw had a 27-year career in the equipment finance industry, including a decade at Unifi before joining Seattle-based Orion First in July, a full-service commercial loan and lease portfolio servicer.    Tune in to hear more about equipment finance people management, portfolio management, and risk management in the first episode of “The Dig,” formerly known as “Equipment Connect.” 

Equipment financiers face exposure issues in key segments as pandemic-era risk management decisions continue to become portfolio problems. While the pandemic-era supply shortages drove up used-equipment values, units financed at those higher values now represent delinquency and risk management issues, RJ Grimshaw, chief revenue officer at Orion First and former president and chief executive at UniFi Equipment Finance tells Equipment Finance News on this episode of “The Dig” podcast.  “Everyone's portfolio performance over the last, [lets] call it five to seven years has been spectacular; better than historical average,” Grimshaw says. “Everyone was just focused on the origination aspect and how much capital can we deploy at a pace because that's where it's at.  But, he says, “They took their eye off the portfolio management aspects and risk mitigation part of the business, and, suddenly, they started exposing these issues because they weren't focused on that.” Grimshaw had a 27-year career in the equipment finance industry, including a decade at Unifi before joining Seattle-based Orion First in July, a full-service commercial loan and lease portfolio servicer.    Tune in to hear more about equipment finance people management, portfolio management, and risk management in the first episode of “The Dig,” formerly known as “Equipment Connect.”