Medellín Mayor Federico Gutiérrez is preparing to take additional information to U.S. authorities as his administration investigates whether money allegedly diverted through corruption during the city’s previous government was moved through Panama and into the United States.

Gutiérrez said he has already provided evidence to U.S. government agencies and plans to deliver more information during an upcoming visit to the United States. The mayor says the material could help authorities trace the alleged movement of funds and identify people who may have benefited.

The allegations concern the 2020-2023 administration of former Medellín Mayor Daniel Quintero. They remain allegations, with responsibility for determining criminal liability resting with Colombian and U.S. authorities.

Alleged money trail leads beyond Colombia

The latest development follows a July 27 update from the Medellín government, which said investigations into alleged corruption during the previous administration had reached 666 findings, 165 more than the 501 previously identified.

According to the city, prosecutors and other authorities have collected more than 13,000 pieces of evidence and 157 witness statements and have conducted 97 expert assessments. The cases have so far resulted in 55 people being formally charged, three arrests, one conviction and 25 asset-forfeiture measures.

Gutiérrez has now placed particular emphasis on tracing what allegedly happened to money after it left Colombia.

The mayor said there is information about alleged business partners and nominees, including people who are reportedly living in Miami. He said the evidence provided to U.S. agencies is intended to help trace a potential route from Colombia to Panama and then to the United States.

If confirmed, an international financial trail could expand the investigation beyond Medellín and require cooperation from authorities in other jurisdictions.

Investigation covers multiple public entities

The corruption investigations extend across several Medellín institutions and public contracts.

The city has cited alleged irregularities involving Afinia, EPM’s Caribbean subsidiary, the Metropolitan Area of the Aburrá Valley, Metroparques, the Institute of Sports and Recreation, Buen Comienzo and the maintenance of Parque de las Aguas, among others.

Gutiérrez’s administration says potentially directed contracting during the 2020-2023 period exceeded COP 1 trillion.

One investigation cited by the city concerns the alleged sale of the management position at Afinia. According to information presented by the administration, a witness alleged that the position was negotiated for $8 million in exchange for influence over company contracting. The case includes alleged international connections that are being examined by authorities.

Other investigations involve alleged contract steering, inflated costs and the improper use of public resources.

Quintero rejects the allegations

The accusations have also intensified the political confrontation between Gutiérrez and Quintero.

Gutiérrez has attributed the alleged corruption findings to the previous administration, while Quintero has rejected the accusations and accused his successor of using the Medellín mayor’s office to pursue political attacks.

The distinction between allegations and established judicial findings remains important as the cases continue through Colombia’s justice system.

U.S. cooperation could determine where funds went

The planned engagement with U.S. authorities could become a significant next step if investigators are able to verify the alleged international financial trail.

Gutiérrez said the information could ultimately contribute to legal proceedings against people allegedly involved in the schemes, including potential extradition requests. However, no U.S. authority has publicly established that illicit Colombian funds entered the United States based on the allegations described by the mayor.

For now, the alleged movement of corruption proceeds into the United States remains an investigative lead. The next stage will be determining whether Colombian and U.S. authorities can independently establish the origin, movement and destination of the funds.

(Headline photo: Medellin’s mayor, Federico Gutiérrez. (Photo by John Acosta via Wikimedia Commons)

Loren Moss, founder and publisher of Finance Colombia, spoke with Alicia Lamadrid Paysse, vice president of development sales at Cervera Real Estate, the Miami-based firm that has exclusively handled the sales and marketing of more than 120 South Florida condominium towers since the family company was founded in 1969.

Cervera is the exclusive sales and marketing team for two condominium projects developed by Lefferts Development in North Beach, a fast-growing neighborhood at the northern end of the city of Miami Beach. The first, 72 Park, was completed in 2025; the second, PALMA Miami Beach Residences, is a 14-story, LEED Gold-certified building under construction at 600 71st Street. Both are permitted for short-term rentals — a rarity on Miami Beach — allowing owners to occupy their residences and rent them out while away. PALMA’s one- and two-bedroom turnkey units start in the $630,000s USD.

For Colombian buyers, long among the most active Latin American investors in South Florida, the model pairs a US-dollar asset with rental income. According to Cervera, buyers from Colombia account for roughly 6% of sales at 72 Park. In the conversation that follows, Lamadrid Paysse discusses Miami’s transformation into a global city, the tax and lifestyle factors drawing international capital, and what sets North Beach apart. The interview has been lightly edited for clarity and formatting.

Finance Colombia: I’m here with Alicia Paysse of Cervera Real Estate. Cervera is a major real estate firm based in the Miami area, world famous. You have some very impressive developments — high-end developments, accessible developments, and we’ll get into that — throughout Miami. But your track record, if I remember correctly as a former Miami resident, goes back over 50 years. First of all, welcome to this interview. Thank you for making time for us. Really honored to have you, and welcome to Finance Colombia.

Alicia Lamadrid Paysse: Thank you so much. It’s great to be talking to you today. And it’s great that you have lived in so many places and are so familiar with Miami and our exciting market. It’s changed a lot, so having your kind of perspective, I think, helps put it into context. But yeah, you’re right.

I work with a family company that was founded by my grandmother over 50 years ago, in 1969. We’ve been working with developers, handling the sales of condominiums, since essentially the start of the company. Over the lifetime of the company, we’ve represented over 130 condominium buildings in South Florida, and probably over 72,000 condo units in pre-construction sales. So it’s a pretty big trajectory in our little pocket of South Florida, because we’re just a Miami-based company.

Finance Colombia: It’s really fascinating when I think about visiting Miami as a kid back in the ’70s, and also visiting places like Miami Beach, which was this little sleepy — I don’t want to say retirement community, but it just had this kind of funky, bohemian vibe. It was really just a laid-back, sleepy place compared to the changes it went through in the ’80s and ’90s, with the influx of immigration really giving Miami a vibrant personality.

And then there’s the Miami of today. Even down here in South America, we might say that Bogotá is the capital of Colombia and Washington is the capital of the US, but Miami is the capital of Latin America. What kind of changes have you really seen in the evolution of the market — not just from an economic standpoint, but the types of development, and the reasons and motivations behind the growth of Miami as a real estate destination, both from an investment standpoint and a residential one?

Alicia Lamadrid Paysse: We’ve seen a lot of change. The city has grown tremendously. I think the greatest accelerator to the change we’ve seen in Miami, both economically and in the types of developments, was the pandemic. The pandemic really opened a lot of people up to having more work-from-home flexibility. People started coming to Miami to see what it was like to live here, because you could be outside when everywhere else you couldn’t — it was too cold. People fell in love with the place, and that drove a huge amount of interest.

“Now, wealthy international people are seeing Miami as one of the big cities in the world.” — Alicia Lamadrid Paysse, Cervera Real Estate

In Colombia, one of the things we have to explain to our international buyers who are interested in Miami real estate is that not all states have equal tax policy. This is an ‘aha!’ moment for a lot of Latin American buyers, when they realize that the highest earners in markets like Manhattan, or certain cities in California, can pay around 10% more on top of the federal income tax.

That really makes a lot of people see why there’s a natural incentive to move to Miami, and the pandemic accelerated it. We’ve seen huge industry moving here, and huge employers — and huge numbers of those employers’ workers — moving as well.

In the Miami I was born and raised in, you didn’t have the staff of a company buying $10 million USD houses. There weren’t $10 million USD houses back then; they didn’t even exist when I was growing up. The top of the market — whatever the price was — was made up of the entrepreneurs who started their businesses, or CEOs, very high-level people. These were not a 35-year-old who works at Citadel and is an employee. He might be brilliant, and I’m sure he makes a lot of money for the company, but he’s still an employee. We didn’t have those kinds of banks. We didn’t have that level of economy, with those types of jobs where people could make that much money in a job.

That shift has led to a completely different type of real estate inventory that people are looking for. The level of luxury and the price point keep elevating, because people want that turnkey service experience. The type of people being attracted to this market are more and more discerning, more and more high-level. We’re seeing a tremendous number of entrepreneurs, and people with international jobs who travel a lot for technology businesses or growth roles, also coming to Miami.

Finance Colombia: I think you’re right. Anecdotally, I can think of a couple of friends of mine who run a publicly traded company that trades in the US — they just moved from Barranquilla to Miami. And Miami is becoming more and more attractive.

The 72 Park project on Miami Beach (photo: Lefferts)

Think about Colombia, for example, and a situation with volatility. By the time this comes out, we’ll have had — on Sunday — the first round of the presidential elections. We may have four more years of what we could call a far-left ideology in power; we may not. There will probably be a runoff in June. But there is a lot of uncertainty. No matter what happens, and no matter who someone supports, there is a lot of uncertainty. The debt has exploded, and Colombia is going to see increasing demand for dollars, because it needs to pay back dollar-denominated debt in the coming years.

All of this uncertainty creates a situation where people are looking for, at minimum, a hedge. They need to say, ‘It’s not prudent to keep all of my assets in a way that can rapidly depreciate.’ And it’s generally good to diversify across borders when we talk about real estate.

You touched on taxation. In the United States, my own brother just moved to Florida from Ohio, primarily because of the tax burden — because when you’re in that top tax bracket, even in a relatively moderate state like Ohio. Look at what just happened in Washington State, where they passed a tax targeting people with substantial assets. Starbucks (NASDAQ: SBUX) announced it was moving headquarter operations to Tennessee. We’ve seen companies leave California for Texas. You mentioned Citadel — they went from New York to Miami.

I remember when Miami was not — back in the day, you had Ryder (NYSE: R), Assurant (NYSE: AIZ), and Burger King as just about the only major company headquarters in Miami. That’s changed drastically, because now, when you’re talking about ‘Silicon Beach’ and these kinds of initiatives, it really has changed the investment environment for Miami.

I know a lot of the investors — and your entire sales team is perfectly competent to work with domestic buyers, but also with the language and cultural skills to work with buyers from places far beyond Latin America. When I was in Miami, this was a surprising thing — people don’t realize I became partially fluent in Russian. You have all of these people who, if you look at the instability there, are moving, not just from an investment standpoint, but also looking for somewhere they can continue to live a good life and contribute to their local society. What are the motivations you see when you talk to the international investor? Is it a place to live? Is it an economic hedge? What are the prime movers, not to use a pun, when people look at real estate opportunities in Miami?

Alicia Lamadrid Paysse: All of this we’ve discussed has positioned Miami as a very important global city. Before, Miami was — I don’t want to say a joke, but in the ’90s no one took Miami seriously as an economic force. Even if we had a lot of international banks here, that was just a tiny grain in the beach of the US economy.

Now, when you look at the city and the environment, and you talk about the politics — I don’t want to talk about politics too much, but one of the large drivers that brings people to Miami, over and over, has been politics. Even recently, with the whole comment the mayor of New York made about the gentleman at Citadel, personally naming him — it was something so crazy that you see people feeling like they’re a target. People feel safe in Miami. So one of the big things that drives people here is safety. Another is culture.

Miami’s a place where people want to do things. Miami’s not a place where people say, ‘My gosh, can you believe the car that flashy person is driving?’ You see this person and this car, and they say, ‘Good for you.’ It could be your entire savings for a weekend of fun, or it could be your fifth car — it doesn’t really matter. People here are happy to see other people happy and having a good time, and that’s a big thing.

When you look at investment, the other day I actually heard somebody say, ‘I’m looking at diversifying in real estate, and I’m between New York, London, and Miami.’ That’s an unimaginable sentence just 10 years ago. Now, wealthy international people are seeing Miami as one of the big cities in the world, which has changed the fabric of the place I live tremendously. It’s a completely different place, and I think it has a great future ahead.

People are looking at that future and seeing how much room there is for evolution. When you look at prices in New York and London, and you still see the relative value Miami offers — with an incredible quality of life, safety, excellent climate, better taxes, and so on — people really do see a long runway for appreciation, for a city to continue to grow and become more expensive, and for more people to keep moving here. The other competitors we have in terms of industry, in our own country, are kind of attacking and alienating the job creators, and we’re saying, ‘Come here, please.’ So there’s more and more opportunity being created.

Finance Colombia: I agree, and I’ve seen the vibrancy of the city. Like I said, I’ve had lifelong ties to Miami — my dad was born there. I grew up a Dolphins fan because of him. Now I’m a Buckeye, and people at the Hurricanes don’t like that very much.

One of the things I’ve seen is how neighborhoods and areas develop. Brickell is already well developed. I see they’re going to build a new hotel out on Brickell Key, and I saw an advertisement the other day for a property in Aventura, and some of the big high-rises up along Sunny Isles Beach. One of the things you all are doing that’s really interesting is in North Beach. People outside of Florida don’t realize that Miami Beach is a separate city from Miami. North Beach hasn’t been left behind — there are some nice developments already, some very high-end residences — but it hasn’t been the flashy, internationally known area. LeBron James from Akron, Ohio, didn’t say he was going to take his talents to North Beach; he said South Beach.

But you’re doing an interesting development there. The model, and the way the property can be monetized by its owners, is compelling — and I looked at the entry price point. It’s not cheap, but it’s not the tallest condo in Brickell saying, ‘Hey, our efficiency started at $20 million USD.’ I’m really intrigued, because I looked at that and said, ‘I can afford that’ — and I’m a journalist. So tell us about the motivations behind these new developments, and why North Beach?

Alicia Lamadrid Paysse: Our developer in North Beach really had a long view. He acquired land very early on and had been involved in different areas of Miami Beach over the history of the city. They saw a great opportunity — the last area of Miami Beach really yet to be developed. And they were able to get something done that has been totally transformative: they got the area approved, with certain provisions, for short-term-rental condominiums.

Living room in 72 Park (image: Lefferts)

So you have these developments. We’ve just delivered the first one, 72 Park, and we’re in the process of selling the second, PALMA — both just two blocks from the beach, on Miami Beach proper, that allow you to rent the residences short term. You can use it when you want and rent it when you want, and essentially cover your expenses in large part, if not generate an income, depending on how much you use it. This is something that doesn’t really exist on Miami Beach.

There’s been such a strong movement by the hotel lobby to block short-term rentals that there are no real short-term-rental properties. So when they created a legal framework for the building requirements, the developer was finally able to deliver such a building. Now there’s a great opportunity.

There may be a lot of short-term-rental buildings coming online in the city of Miami itself, but there is no area with more tourism than Miami Beach. Miami is a very global city — we talked about the economic trajectory, the bright future. But there’s just something about when the ocean meets the sand and you have this beautiful beach experience that’s unlike anything else. People love the beach. That gives you the chance to have something very unique in a little pocket of a city where everybody wants to be. And that’s the other thing —

Finance Colombia: I’m sorry to interrupt — I didn’t mean to step on you, but you made me think of something. One of the other advantages North Beach has is that you’re close to the party, but you’re not in the party.

I remember working right there in the heart of South Beach. I didn’t live on Miami Beach, but the office of the company I worked for was there, and at night it’s a nonstop party. It’s one thing if you visit — if you visit, you’re going to love that. But if you’re living there, you may want to get to the party sometimes, and the nice thing about North Beach is that you’re very close to it. You can take public transportation, the bus, a scooter — you’re right there. But you can also sleep at night; there’s some peace and quiet, a reasonable amount. You’re not out in the country, you’re still in the heart of it all, but you’re not in the nightclub district.

Alicia Lamadrid Paysse: Yeah. And as everything ages — those hotels are aging too — there’s nothing like something new and fresh and clean, not full of older hotels packed with tourists. The beach is a completely different scene. You go to the beach in North Beach and it’s wider, the sand is longer, and you’re not competing with thousands of people whose hotel is right there and who just walk to the beach, so you’re completely inundated with tourists.

In the North Beach area, there aren’t many hotels; it’s a more residential area. You go to the beach and there’s space — you can have a conversation without anyone overhearing, you can relax. It’s really nice. The area is changing very dramatically, but more for long-term users, more residential. There are two rental buildings going up for people to live in full time, so the community continues to grow and have that neighborhood vibe.

And here’s a detail I think is compelling. If you look at a map of Miami Beach, it’s pretty skinny. It gets wider south of about 23rd, and wider again north of 63rd. Between roughly 25th and 60th, it’s a very skinny strip — Collins and Indian Creek — with no space to develop a neighborhood. But the North Beach area, north of 63rd up to about 79th, is wider. So you have a Publix, space for stores, yoga studios, coffee shops — a lot of pedestrian benefits you don’t get farther south. It’s a really unique location, and it’s creating this wonderful little community. We’ve already seen new restaurants open. You can totally see how, over the next couple of years, it will keep evolving and probably become one of the most popular areas on the beach.

Finance Colombia: Now tell me more specifically about the development. I believe it’s called PALMA. Let’s talk about the nuts and bolts, not to mix metaphors — the starting price, the configurations, one-bedrooms, three-bedrooms, efficiencies. Tell me about the property itself. Is it already built? Is it under construction? What’s it going to have in terms of amenities, and which market segments do you think it would be most attractive to?

Alicia Lamadrid Paysse: PALMA is a boutique building of 121 units, which I think is really nice when you’re looking at a property of this type. It’s only one- and two-bedrooms — we’ve had the most demand for that type of residence. When you’re talking about something that isn’t really a hotel, but more of a short- or medium-term stay — people who may want to come for a week, three weeks, but not forever — the building starts from just $630,000 USD today.

So you have price points that let you own a fully finished and furnished one-bedroom on Miami Beach, just steps from the beach, for $630,000 USD — which, like you were saying, is extremely attractive, especially when you consider you can rent the property when you’re not using it. By the nature of it being a short-term-rental-permitted building, you’re not really going to see end users buying there; it’s more transient-oriented. So it’s been people looking at it as a second home or an income-producing rental property.

You have wonderful amenities — and especially in our neighborhood, a very wellness-focused building, from cold plunge to infrared sauna to a gym and an outdoor area where you can grill. Across the street you basically have a wonderful tennis facility, the Miami Beach Tennis Center. Right next to the beach you have beach tennis, volleyball, and an incredible boardwalk you can run on, if you like to run when you’re not being chased — which many people here seem to like.

You also have a growing restaurant scene in the area. You have Bal Harbour just a few minutes away, with incredible shopping. And then other malls — Aventura Mall isn’t far, because we’re in North Beach, and the Design District is basically just across the causeway. So it’s a really exciting location. Excluding our penthouse, our price ranges run from about $630,000 USD to just under $2 million USD.

Finance Colombia: Wow. Like I said, I was surprised when I saw that, because I know what Miami real estate prices are like. I almost thought it was a typo, so it’s really encouraging.

And also the legal structure you mentioned around short-term rentals — because a lot of people do that informally, but we’ve seen a backlash, with condo and homeowners associations, and cities that want tax revenue. To have the safety of doing it the right way is important, because you don’t want to mess around and do things under the table when you’re talking about a property that might be over $1 million USD within a few years of buying it. So that’s encouraging.

Now, the last thing I want to touch on is another thing that surprised me. As I was preparing for this, I saw in your statistics that something like 6% of the buyers you already have are from Colombia. Colombia already has a strong presence in South Florida, especially throughout the metro area — we always like to be out in Doral and Sweetwater, but really everywhere. Why do you think this property, or what is it, has caught the attention of buyers and investors with ties to Colombia?

Alicia Lamadrid Paysse: I think the ability to rent it out short term is a big part of it. The Colombian buyer has a lot of experience in Miami — for the most part, they’ve been buying here for decades, and have owned different types of properties, or have friends and family who have. So having the flexibility of not just a second home, but also something that can generate rental income, has been very popular with Colombian buyers who see it as a quasi-investment, and not something they’re going to move into directly.

I don’t know if it’s timing or the stars aligning, but there seems to be a lot of interest from Colombia recently. We’ve had some really successful trips over there in the past six months. So it’s an interesting time. And we’re expecting many, many Colombians to visit us soon with the World Cup — so hopefully that will be a new wave of Colombian buyers, on the days between games, coming to buy themselves a place here in South Florida.

Finance Colombia: Absolutely. Is there anything you wanted to touch on that I neglected to mention or ask about?

Alicia Lamadrid Paysse: When you mentioned the neighborhood evolution, and when we started talking about North Beach — Miami is really becoming a city of neighborhoods. I think there probably isn’t another neighborhood, and I know them pretty well, that has such a great combination of proximity. You’re really close to everything: not far from the airport, close to the city, extremely close to the beach and to amenities, because this neighborhood has really built-in amenities. I mentioned the tennis center, the beach volleyball, the beach tennis. That’s not something to be taken lightly.

It also has a community center on Normandy, about 15 minutes away walking, and a public golf course. So you have a lot of access to things — and access in Miami is, every day, more and more difficult. To give you that kind of resort lifestyle at PALMA without having to pay resort prices is something I think will give people a reason to come back, both guests and owners who want to use it as a second home. Having that access to all of those benefits, so close to their doorstep, really gives them the best of the Miami lifestyle, in a neighborhood with a great future for further valuation long term as well.

Finance Colombia: Now, you’re a full-service brokerage. So even aside from PALMA — people might want to see PALMA, or somebody might say, ‘That’s great, but if I came back to Miami, I like Weston,’ which is kind of way out there. That’s what some people like about it. I’m not trying to go party anymore; I did that back in the ’90s.

So people can contact you all, because you have competence throughout the entire South Florida area. Is that correct — not just on the beach, or a particular condo property?

Alicia Lamadrid Paysse: That’s right. We have just under 400 agents in our company, and over seven branch offices in different markets, so we have agents all around the city. We work with people with different goals all the time. Obviously, we have a huge focus on development sales.

When people are looking at condominiums, especially today, new is a huge advantage, because of some of the condo law that came in reforming things after the tragedy in Surfside. Buildings now have to fund reserves and have the financial wherewithal to make major renovations when necessary, as opposed to deferring improvements because of cost-cutting. Buying into a building that has all of that financial planning from day one is a huge advantage, and it’s why, when people are looking at condominiums, they’re mostly looking at new developments. So PALMA is really, I think, one of the best options out there.

But for people who have different needs — maybe they want a house, or a different area, like you mentioned — we absolutely are available and happy to help.

Finance Colombia: How can interested buyers or investors — potential residents or buyers — get in touch with you or with the organization if they want to gather more information?

Alicia Lamadrid Paysse: We have a very robust website with access to a list of all of our agents, and people can filter by language. So if you need someone who speaks a particular language, you can filter and see which agents can help. Our main office is in Brickell, with a robust group of agents. If you call our main office with a particular niche you’re looking for help with, they can point you in the right direction. And of course, I’m always happy to help with the matchmaking, if necessary, between a member of our company and a potential buyer. So there are multiple ways.

Finance Colombia: Absolutely. And of course, we’ll include your contact information. You’ve been very generous with your time — I really appreciate it. It’s an honor to speak with you. Like I said, I’ve known about the organization going back 20 years, from my time in Miami, and you have a sterling reputation. That’s important, because, sadly, there are so many flim-flam artists running around South Florida — any place with an attractive lifestyle tends to see that, whether it’s Las Vegas, Los Angeles, or Miami. So it’s important to work with reputable people, and an organization with a reputation. I haven’t had personal dealings with you, but your reputation speaks for itself. Thank you so much for your time. We’ll certainly stay in touch.

Alicia Lamadrid Paysse: Thank you so much for your time, and for inviting us to speak with you today. You take care.

Palma Miami Beach Residences rendering (credit Lefferts)

The liquor company owned by Colombian presidential candidate Abelardo de la Espriella continues to lose money and has shut down its operation in the United States, according to an investigation by La Silla Vacía based on the company’s most recently published financial statements.

Dominio De la Espriella, the firm that produces and markets the candidate’s spirits brands, reported a net loss of $503 million COP (about $124,000 USD) for the year ended December 31, 2025, according to its published financial statements. With that result, the company has accumulated losses of roughly $3.88 billion COP (about $960,000 USD) since it was founded in late 2020, the same statements show. (USD figures throughout are approximate, converted at the 2025 average of about 4,050 COP per USD.)

Dominio De la Espriella produces Ron Defensor 12-year and 18-year rum and Vino Fratellone wine. Before De la Espriella’s entry into politics, it had become his most visible business project outside his law firm, La Silla Vacía reported. A bottle of the rum sells for between $265,000 and $351,000 COP and the Fratellone wine for $189,000 COP, according to prices listed by De la Espriella Style, the candidate’s merchandising company, as cited by La Silla Vacía.

The brand was formally launched in 2022 alongside vallenato singer Silvestre Dangond, who holds an 8% stake through the company Music Dreams, according to La Silla Vacía.

The US push was the company’s most ambitious bet. When Dominio De la Espriella launched, it set a target of more than $4 million USD in US sales, the outlet reported. According to the financial statements published for 2023 and 2024, the company recorded only $1,199 million COP in international sales — about $272,000 USD, or 7% of the target, La Silla Vacía reported. The 2025 statements report that “se cerró la operación” (“the operation was closed”) in that market.

The US chapter was brief. The financial statements show that in 2023, when the company entered the country, it received an injection of $1 million USD (then $4,332 million COP) from US investors, identified in the accounts only as “Dominio Estados Unidos,” money meant to fund production of 33,000 bottles, according to La Silla Vacía. A year later, the company reported that the deal had fallen through and that it now owed the $1 million back. La Silla Vacía reported that the recorded obligation fell from $1,891 million COP in 2023 to $799 million COP in 2024; the 2025 statements list a remaining “obligation for rescission of the US operation contract” of $722 million COP (about $178,000 USD).

With the US exit, revenue dropped sharply. La Silla Vacía reported a roughly 60% fall in operating income; the company’s statements show net operating revenue declining from $1,637 million COP in 2024 to $687 million COP in 2025. The 2025 statements report just $7 million COP (about $1,800 USD) in cash at banks, with the company’s resources concentrated in rum and wine inventory valued at $1,397 million COP and $1,403 million COP in receivables.

“Se cerró la operación” — “the operation was closed,” reads Dominio De la Espriella’s 2025 financial statement, describing the company’s exit from the US market (as reported by La Silla Vacía).

The statements also show how the business has been funded. Thirteen of the company’s 15 shareholders have contributed an additional $4,829 million COP (about $1.2 million USD) on top of the $500 million COP in founding capital to increase their stakes, but the shares have not been issued and the money remains recorded as a liability, according to La Silla Vacía. The candidate himself has been financing the operation, lending the company $1,695 million COP (about $420,000 USD) through 2025, the outlet reported.

A separate La Silla Vacía investigation into De la Espriella’s business holdings reported that 14 other companies hold stakes in the venture. According to that reporting, the 50% owner is Somos Inversiones, a Panama-based company whose papers list figureheads, and the structure also includes companies tied to relatives of Hugues Rodríguez — convicted for promoting paramilitary groups — and to oil businessman Serafino Iácono.

The US retail presence has also wound down. Liquor Dreams, the Instagram account that presented itself as Ron Defensor’s official ambassador in the United States, stopped posting about the brand, and a new management has been announced for the store in the Coral Gables area of Florida, La Silla Vacía reported. The venue had served as a place for De la Espriella to host Colombian politicians, among them former president Álvaro Uribe, according to the outlet.

The US departure follows the closure of De la Espriella’s Místico restaurant, also in Coral Gables, where he had likewise promoted his liquor brand. La Silla Vacía said it confirmed that Místico closed months ago and that a different restaurant now operates in its former location. Among Místico’s partners, the outlet reported, were Dangond and Héctor Amaris, known as “Oso Yogui.”

The reporting lands as De la Espriella heads into the June 21, 2026 presidential runoff against leftist senator Iván Cepeda. De la Espriella, an attorney campaigning on a hardline security platform, led the May 31 first round with 43.7% of the vote to Cepeda’s 40.9%, according to results reported by CNN and other international outlets.

The US-listed glassmaker maintains its $0.60 USD annualized payout.

The declaration holds the company’s quarterly dividend at the same $0.15 USD level it has paid each quarter since the start of 2025.

Tecnoglass manufactures windows and architectural glass for the single-family, multi-family, and commercial markets, and describes itself as the second-largest glass fabricator serving the United States and the largest architectural glass transformation company in Latin America. The company says its vertically integrated, 5.8 million-square-foot complex in Barranquilla supplies close to 1,000 customers across North, Central, and South America, with the United States accounting for 95% of revenue.

While its production base remains in Barranquilla, Tecnoglass redomiciled to the United States and shifted its headquarters to Miami over the past year, a move tied to its overwhelmingly US customer base. The company reported record 2025 revenue of $983.6 million USD.

Tecnoglass glass and windows appear on properties including One Thousand Museum and Paramount in Miami, Salesforce Tower in San Francisco, Via 57 West in New York, Hub50House in Boston, El Dorado International Airport in Bogotá, One Plaza in Medellín, and the Pabellón de Cristal in Barranquilla. Additional information is available on the company’s website.

Photo: Loren Moss

Migración Colombia denied entry to an American known on social media as Casey Red Beard at Aeropuerto Internacional El Dorado in Bogotá on Saturday, May 23, returning him on an immediate flight to Miami after officials confirmed prior alerts linking him to the alleged promotion of sex tourism and private gatherings in Medellín. The traveler has been barred from entering Colombia for 10 years.

The decision drew on existing anotaciones registered by the agency’s Regional Antioquia-Chocó office, derived from public denouncements made in earlier years. According to Migración Colombia, the man had used social media to promote private gatherings in apartments in Medellín aimed at foreign visitors, marketed under the name Programa de Inmersión en Medellín. The agency described packages priced in US dollars that included private dinners, exclusive parties, excursions, and food and transport for women attending the events.

A message attributed by Migración Colombia to the organizers of the parties read: “Mis clientes son millonarios y me pagan muy bien para lanzar fiestas donde solo haya chicas educadas (…) ellos no quieren conocer las chicas que están en el Lleras a las 2 a.m.” (“My clients are millionaires and they pay me very well to throw parties where there are only educated girls (…) they don’t want to meet the girls who are at Lleras at 2 a.m.”)

“In several posts, he brags that his “white advantage” helps him attract Latin American women and urges men to get their passports.” – Jessica Van Meir in The Baffler #77, January 2025

Statements from Bogotá and Medellín

The Director General of Migración Colombia, Gloria Esperanza Arriero, said the agency “no solo tiene rigor en el control migratorio, sino también capacidad en las verificaciones y en la toma de decisiones para combatir la trata de personas y la explotación sexual de niños, niñas y adolescentes con todos los elementos posibles” (“not only enforces migration controls rigorously, but also has the verification and decision-making capacity to combat human trafficking and the sexual exploitation of children and adolescents with every available element”). Arriero added that the agency would continue strengthening control mechanisms to prevent the entry of persons it determines pose risks to communities.

The Mayor of Medellín, Federico Gutiérrez, addressed the case on his X account: “Otro más. Go Home‼️ Un estadounidense conocido en redes sociales como Casey Red Beard llegó a Bogotá en un vuelo desde Miami y fue devuelto a su país por Migración Colombia, luego de confirmarse que estaba en la lista Alertas Medellín, por promoción explícita de turismo con fines de explotación sexual, organizando fiestas en apartamentos de la ciudad.” (“Another one. Go Home‼️ An American known on social media as Casey Red Beard arrived in Bogotá on a flight from Miami and was returned to his country by Migración Colombia, after it was confirmed he was on the Alertas Medellín list for the explicit promotion of tourism for the purposes of sexual exploitation, organizing parties in apartments in the city.”)

“Let it be clear: there is no place here for foreigners who come to promote disorder and skirt the law.”— Federico Gutiérrez, Mayor of Medellín

The Alertas Medellín list cited by Gutiérrez is a municipal mechanism maintained by the Alcaldía de Medellín that flags foreign nationals associated with criminal activity, security risks, or conduct authorities consider incompatible with public coexistence. The list is shared with Migración Colombia for use at points of entry.

Identifying the Subject

Authorities publicly identified the man only by his social-media handle, Casey Red Beard, and the affiliated X account @RedBeardRants1. The individual operating under the handle is Casey Brown, an American previously identified by name in a January 2025 essay in The Baffler by journalist Jessica Van Meir, who described him as “a self-proclaimed red-pilled dating coach” who advertised “gringo parties” in Medellín “for American tourists to meet Colombian women.” Van Meir cited a 2023 report in the Colombian feminist outlet Manifiesta alleging that Red Beard and an accomplice had engaged in sex trafficking. A LinkedIn profile consistent with the same identification also presents him under the name Casey Brown. Migración Colombia has not commented on legal-name identification.

Self-Styled ‘Red-Pilled’ Dating Coach

The public profile cultivated by the subject sits squarely within the so-called “red pill” or “manosphere” online community — a network of self-styled male-dating influencers whose best-known international figure is the British-American social-media personality Andrew Tate, currently under indictment in Romania on charges including human trafficking and rape. On his YouTube channel, which operates under the handle @redbeardrants, and in his publicly indexed marketing materials, Red Beard describes his stated mission as one to “destroy loneliness in men” and promotes a method built around mass online-dating outreach, paid virtual assistants, and copy-paste messaging “funnels.” His published guidance to clients includes an explicit recommendation to “leave the west (USA, Canada, UK, etc.). Go to a more favorable dating market like Eastern Europe, South America, Asia, etc. where the women are more feminine, beautiful, cooperative, and easier to obtain.” His listed past collaborations include Myron Gaines and the Fresh and Fit Podcast, a manosphere-adjacent program in the same broader subculture.

Investigators reviewing his social-media output cited the same framing in their internal alerts. Beyond the “chicas educadas” message attributed to the organizers by Migración Colombia, the agency noted that Red Beard’s published content has historically marketed Medellín itself as the destination commodity, with the city’s Parque Lleras nightlife district and surrounding El Poblado sector positioned as the operational base for his promoted experiences.

Mayor’s Office Has Made Vice and Sex Tourism a Signature Enforcement Priority

Federico Gutiérrez has positioned the protection of women and children from sexual exploitation as a defining priority of his second, non-consecutive mayoral term, treating the suppression of vice tourism as both a public-safety obligation and a city-brand imperative. The May 23 Casey Red Beard inadmission fits a sustained two-year enforcement push that began in his first weeks back in office in early 2024. Within weeks of taking office, the administration imposed a curfew restricting unaccompanied minors from designated zones — including La 33, La Candelaria, and the Corredor de la 70 — to combat commercial sexual exploitation of children. In April 2024 the mayor used emergency powers to outlaw prostitution in the El Poblado sector, including the Parque Lleras zone, and authorities sealed a guesthouse called Gotham marketed through Airbnb on grounds related to alleged organized criminal activity, with extinción de dominio (asset forfeiture) proceedings sought against the property.

The enforcement push has been backed by explicit US support. In April 2024 the US Ambassador to Colombia, Francisco Palmieri, met with Gutiérrez in Bogotá and pledged the “total cooperation of the US government and its resources” to support Colombian law enforcement against sexual exploitation and human trafficking, including the extradition of US citizens to Colombia where applicable. A bilateral operational pattern was already visible in March 2024, when two US citizens were arrested for the sexual exploitation of minors in Colombia following coordinated raids. Subsequent arrests in August 2024 involved direct coordination with the US Department of Homeland Security’s Homeland Security Investigations (HSI) on a transnational case involving a Mexican operator and routes through El Poblado, Belén, Cancún, and Mérida.

Municipal prevention has run alongside enforcement and has been framed around the protection of minors and women in conditions of economic vulnerability. The Secretary of Security and Coexistence of Medellín, Manuel Villa Mejía, has overseen periodic mega-operativos involving more than 300 agents drawn from the Policía Nacional, the army, Migración Colombia, and municipal agencies, targeting establishments and accommodations linked to alleged exploitation. In October 2025 the Alcaldía launched training for owners and administrators of tourist accommodations in coordination with Fundación Renacer, a Colombian non-governmental organization specializing in the prevention of commercial sexual exploitation of children. City-government figures from October 2024 reported a 160% increase in arrests for sexual violence against minors and 22,000 calls to the city’s 123 emergency line for child and adolescent protection requests during that year, even as overall foreign tourist arrivals rose 26% — a data pairing the Alcaldía has used to argue that brand recovery and enforcement are complementary rather than competing objectives.

The broader foreigner-safety beat in Medellín has continued to draw international attention. In March 2026, the death of an American Airlines (NASDAQ: AAL) flight attendant in Antioquia following her disappearance focused renewed attention on escopolamina-related crime targeting foreigners and locals in the city.

Otro más. Go Home‼️

Un estadounidense conocido en redes sociales como Casey Red Beard llegó a Bogotá en un vuelo desde Miami y fue devuelto a su país por Migración Colombia, luego de confirmarse que estaba en la lista Alertas Medellín, por promoción explícita de turismo con… https://t.co/EWBfr9qwdK

— Fico Gutiérrez (@FicoGutierrez) May 23, 2026

Enforcement Numbers for 2026

In what has elapsed of 2026, Migración Colombia has inadmitted approximately 90 foreign nationals nationwide for risks associated with sexual exploitation and conduct linked to trata de personas (human trafficking), a figure already approaching the 110 cases recorded for all of 2025. In Medellín alone, more than 60 inadmission procedures have been carried out so far this year, compared to 80 for all of 2025. The agency’s Regional Antioquia-Chocó office accounts for 63 of the 2026 cases.

Broader expulsion and deportation activity is running at a pace comparable to the previous year. Through May 23, the agency reported 310 expulsions or deportations of foreign citizens in 2026, comprising 157 deportations and 153 expulsions, compared to 1,652 cases recorded during all of 2025. Deportations were concentrated in the agency’s Nariño, Oriente, Atlántico, Eje Cafetero, Antioquia, and Andina regional offices, while expulsions were most frequent in Oriente, Andina, Antioquia, Nariño, and at the El Dorado station.

According to Arriero, expulsion and deportation decisions are taken in accordance with the Constitución Política de Colombia and applicable law, with due-process considerations, and respond to immigration violations, threats to public order or national security, judicial orders, and requirements from international organizations including the International Criminal Police Organization (INTERPOL). Migración Colombia retains discretionary authority under Decreto 2136 de 2021 to deny entry to or order the return of foreign citizens it determines pose risks to national security or public order.

Pattern of Recent Cases

The Casey Red Beard inadmission follows several high-profile expulsions earlier in 2026. In April, Migración Colombia expelled Steve Newland, a US citizen and social media operator known as “Chill Capo,” accused of promoting party experiences with alleged ties to sexual exploitation and of publishing content advising visitors on how to evade migration controls. The same month, the agency expelled Samuel McVey, a former teacher from New Rochelle, New York, following incidents at schools in the eastern Antioquia municipality of Rionegro and in the Las Palmas sector of Medellín. Migración Colombia also detected and again removed Russian citizen George Laevsky after he attempted to re-enter the country following an April expulsion linked to repeated disturbances at an apartment in the El Poblado sector.

Colombian authorities have framed the escalating enforcement as targeting precisely the use of social media and digital platforms to market tourism packages that allegedly conceal sexual exploitation, with women in conditions of economic vulnerability described as the principal victims. The agency has previously stated that prevention of Explotación Sexual Comercial de Niños, Niñas y Adolescentes (ESCNNA) is a particular priority, citing cooperation with international intelligence agencies and the Angel Watch program, which has resulted in more than 470 entry denials since 2016 for reasons associated with sexual offenses.

Tecnoglass, Inc. (NYSE: TGLS) reported first-quarter 2026 revenue of $249.0 million USD, a 12.0% year-over-year increase and a first-quarter record for the Barranquilla, Colombia-based window and architectural glass manufacturer. Despite the top-line growth, net income fell to $31.9 million USD, or $0.71 per diluted share, from $42.2 million USD, or $0.90 per diluted share, in the same period of 2025, as elevated US aluminum costs linked to import tariffs, mandatory minimum wage increases in Colombia, and a strengthening Colombian peso combined to compress gross margins by 540 basis points to 38.5%.

Multi-family and commercial revenues rose 20.4% year-over-year, driven by continued activity across key markets including geographies beyond Florida, which has historically dominated the company’s US revenue mix. Single-family residential revenues were relatively flat on a year-over-year basis, with management attributing the result to the timing of order conversion into revenue rather than underlying demand, noting that order growth in the segment remained positive into April 2026. On a geographic basis, the US accounted for $237.1 million USD, or approximately 95% of total revenues, up 11.6%. Colombia generated $7.5 million USD, up 17.2%, and other international markets contributed $4.4 million USD, up 27.3%.

Gross profit declined to $95.8 million USD from $97.5 million USD in Q1 2025 despite the higher revenue base. The company cited an unfavorable revenue mix driven by a greater proportion of installation-related revenue, higher raw material costs — with US aluminum tariffs representing an incremental headwind of approximately $6.4 million USD in the quarter — higher salary expenses resulting from annual minimum wage adjustments in Colombia, and the effect of a stronger Colombian peso on costs incurred locally. Pricing actions and operating leverage on higher volume partly offset these pressures.

“We see a clear path to fully offsetting the impact of tariffs in 2027, when full-year pricing across both businesses and incremental automation savings are expected to be realized.” — Santiago Giraldo, Chief Financial Officer, Tecnoglass

Selling, general, and administrative expenses rose to $50.9 million USD, or 20.4% of revenues, from $42.5 million USD, or 19.1%, in Q1 2025. The increase reflected higher personnel costs from annual salary adjustments, peso appreciation, and higher transportation and commission costs tied to revenue growth. The period also included a one-time charge of $2.9 million USD related to Colombia’s *impuesto al patrimonio*, a government-imposed wealth tax levied on large corporations to fund measures addressing recent climate-related events in the country.

Adjusted EBITDA — which excludes non-cash foreign exchange gains and losses, the bad-debt provision, non-recurring charges, and equity-method adjustments related to the company’s joint venture in Vidrio Andino with Saint-Gobain (EPA: SGO) — came in at $61.5 million USD, or 24.7% of total revenues, compared to $70.2 million USD, or 31.6%, in Q1 2025. Adjusted net income was $34.6 million USD, or $0.78 per diluted share, versus $43.1 million USD, or $0.92, in the prior-year quarter.

Cash provided by operating activities was $6.7 million USD, a significant decline from $46.9 million USD in Q1 2025, driven in part by a deliberate build-up of US-sourced aluminum inventories — up $34.3 million USD in the quarter — as part of the company’s tariff mitigation strategy. Capital expenditures of $17.3 million USD reflected scheduled payments tied to previously announced capacity and automation projects. During the quarter, Tecnoglass returned $16.5 million USD to shareholders through share repurchases and paid $6.7 million USD in cash dividends. As of May 7, 2026, approximately $92.5 million USD remained available under the current share repurchase program. The company ended the quarter with total liquidity of approximately $425.0 million USD, comprising $91.1 million USD in cash and cash equivalents and more than $330.0 million USD in revolving credit facility availability, against total debt of $200.3 million USD.

The company’s order backlog reached a record $1.36 billion USD at quarter-end, up 19.1% year-over-year, extending multi-family and commercial pipeline visibility into 2027. Tecnoglass cited continued expansion of its dealer network and showroom footprint as supporting geographic diversification and market share gains, with vinyl product lines identified as an incremental growth driver broadening the company’s addressable market.

José Manuel Daes, chief executive officer, commented on the results: “First quarter results were in line with our expectations, with resilient performance across our key metrics reflecting the continued strength of our vertically integrated business model despite a dynamic cost environment. Demand for our product offerings remains strong, as demonstrated by another quarter of record backlog and healthy order activity, with momentum continuing into the second quarter. Our previously announced pricing actions are now in place, and the broad-based nature of industry cost pressures supports our confidence in executing these increases while preserving our competitive positioning.”

Christian Daes, chief operating officer, addressed the tariff response and the company’s assessment of a potential US manufacturing presence. “Our pricing initiatives and cost mitigation efforts are well underway, including logistics improvements, further automation across our operations, and ongoing supply chain optimization,” he said. “We are also advancing our assessment of a proposed US manufacturing initiative, with a well-located site identified and significant state and local incentives secured that strengthen the project’s potential economics if we decide to move forward based on market demand.”

Santiago Giraldo, chief financial officer, reaffirmed full-year 2026 guidance and outlined the company’s tariff offset timeline. “Based on our strong execution to start the year, we are reiterating our full year revenue outlook in the range of $1.06 billion to $1.13 billion USD and Adjusted EBITDA outlook in the range of $225 million to $245 million USD,” Giraldo said. “This reflects the impact of the recently implemented 10% tariff on finished aluminum window imports as previously disclosed, which is expected to be partly offset in 2026 through pricing actions effective on orders from early May forward, with additional efficiency initiatives from logistics optimization and automation underway and expected to begin contributing benefits by year end. We see a clear path to fully offsetting the impact of tariffs in 2027, when full-year pricing across both businesses and incremental automation savings are expected to be realized.”

On the corporate structure front, Tecnoglass’ board of directors has approved a plan to redomicile the company from the Cayman Islands to the United States, subject to shareholder approval. If approved, the redomiciliation is expected to be completed during Q2 2026. The company stated that the move is intended to simplify its organizational and regulatory structure, improve the tax efficiency of dividend distributions, and expand its potential investor base to include funds and accounts limited to US-domiciled securities. Tecnoglass will retain its Miami, Florida headquarters following the change.

Separately, the company is conducting a feasibility study for a potential new US manufacturing facility. A site meeting project specifications has been identified and substantial state and local tax credits have been secured. The proposed facility is described as highly automated and intended to support future growth while also improving lead times, reducing transportation costs for certain markets, enhancing supply chain efficiency, and enabling the company to compete for Buy America-eligible projects and rapid-turnaround contracts. Tecnoglass expects to complete the purchase of land for the potential facility during Q2 2026, at an estimated cost of $20 million to $25 million USD to be financed through available credit facilities. The company noted that the land purchase does not constitute a commitment to proceed with construction, which would occur in phases contingent on demand, market conditions, and return profiles. The company’s 5.8-million-square-foot vertically integrated manufacturing complex in Barranquilla, Colombia, would continue to serve as its primary production base.

Above photo: Tecnoglass facilities in Barranquilla

Tecnoglass Inc. (NYSE: TGLS), a manufacturer of architectural glass, windows, and aluminum products for the global residential and commercial construction industries, has announced its financial results for the fourth quarter and full year ended December 31, 2025. The company reported record full year revenues of $983.6 million USD, representing a 10.5% increase compared to the previous year. This growth was attributed to market share gains, geographical expansion within the US, and increased demand for vinyl products.

For the full year 2025, the company reported net income of $159.6 million USD, or $3.42 USD per diluted share. On an adjusted basis, net income reached $167.0 million USD, or $3.58 USD per diluted share. Adjusted EBITDA for the year was $291.3 million USD, accounting for 29.6% of total revenues. The company ended the year with a record backlog of $1.3 billion USD, a 16.1% year-over-year increase, reflecting sustained demand for its vertically integrated product offerings.

Dividend Announcement

On March 18, 2026, the Board of Directors of Tecnoglass Inc. (NYSE: TGLS) declared a quarterly cash dividend of $0.15 USD per share for the first quarter of 2026. This distribution, equivalent to an annualized rate of $0.60 USD per share, will be paid on April 30, 2026, to shareholders of record as of the close of business on March 31, 2026.

In a strategic move to align its corporate structure with its primary market, the board of directors has approved a plan to redomicile Tecnoglass from the Cayman Islands to the United States. The redomiciliation is subject to shareholder approval and is intended to broaden the company’s appeal to a wider range of institutional investors. Additionally, management confirmed that a feasibility study is currently underway for a potential US-based production facility to complement its existing 5.8 million square foot manufacturing complex in Barranquilla, Colombia.

“Our geographical expansion, vinyl window offering, and market share gains continue to drive growth in our business.” — Christian Daes, Chief Operating Officer of Tecnoglass Inc.

The company also highlighted its capital allocation strategy, which included the repurchase of $118.0 million USD in shares during 2025. The Board has recently approved a $100 million USD increase to the existing share repurchase program, bringing the total authorization to $250 million USD. As of the end of February 2026, approximately $110 million USD remains available under this program. Tecnoglass maintained a strong balance sheet with net leverage of 0.24x and total liquidity of approximately $465 million USD at year end.

Operational highlights for the fourth quarter included revenues of $245.3 million USD and Adjusted EBITDA of $62.2 million USD. Residential revenue for the full year reached a record $403.4 million USD. The company noted that its acquisition of Continental Glass Systems assets in early 2025 contributed to the growth in multi-family and commercial segments. Detailed financial filings regarding these results have been submitted to the Securities and Exchange Commission and are available via the New York Stock Exchange.

Looking forward to 2026, Tecnoglass introduced full year revenue guidance in the range of $1.06 billion USD to $1.13 billion USD. This outlook assumes continued organic growth and the benefits of recent investments in vinyl production capacity.

Above photo: Tecnoglass at the New York Stock Exchange (photo © Loren Moss)

Collective Mining Ltd. (NYSE American: CNL) (TSX: CNL) has announced its upcoming addition to the VanEck Junior Gold Miners ETF (GDXJ), effective at the market close on March 20, 2026. The inclusion follows the index’s semi-annual review and rebalancing process. Simultaneously, the company confirmed the relocation of its executive headquarters from Toronto, Ontario, to Miami, Florida, a move intended to leverage the city’s role as a financial hub and its logistics connectivity to Latin America.

While executive operations shift to the US, the company maintains its jurisdiction of incorporation in Canada. The dual listings on the NYSE American and the Toronto Stock Exchange remain unchanged. Management indicated that the move to Miami is strategic, citing the availability of daily direct flights to Colombia, which places executives in closer proximity to the company’s mineral exploration activities in the department of Caldas.

“Miami has rapidly emerged as a leading global financial center, with a strong institutional capital markets presence and strategic connectivity to Colombia and Latin America.” — Ari Sussman, Executive Chairman of Collective Mining Ltd.

The relocation is expected to facilitate more frequent on-site coordination with internal teams and contractors as the company advances its 2026 exploration program. The flagship Guayabales project, and specifically the Apollo system, remains the primary focus of these efforts. By establishing a presence in the US, the company also aims to qualify for further US equity indices, which are frequently tracked by passive investment funds and rules-based institutional strategies.

Collective Mining was established by the team previously responsible for the development of Continental Gold Inc., which was sold to Zijin Mining Group Co., Ltd. (HKEX: 2899) (SSE: 601899) for an enterprise value of approximately $2 billion USD. The company currently focuses on the Guayabales and San Antonio projects, both located within an established mining district that hosts ten permitted and operating mines. At Guayabales, the objective is to expand the high-grade Ramp Zone and test the Hanging Wall Vein Zone.

Operations at the San Antonio project involve an option agreement to earn up to a 100% interest. Recent drilling there has focused on extending a high-grade silver system identified at the Pound target. Given that San Antonio is located within five kilometers of Guayabales, the company is evaluating the potential for shared infrastructure between the two sites. Management and insiders currently hold 45.3% of the outstanding shares.

Above photo: Graduation event in rural area of Marmato, Caldas, for participants in the the strategic alliance program offered by Collective Mining and SENA. (Photo credit: Collective Mining)

Under the terms of the deal, the airline will receive brand placement on the official team jerseys. Additionally, the club’s fan interaction area, previously known as the Fútbol305 Zone, has been rebranded as the Avianca Fútbol305 Zone. This activation is intended to provide fans with direct access to players and team events.

The move marks a strategic effort by Avianca to consolidate its presence in the Florida market, which serves as a primary hub for its North American operations. According to Rolando Damas, the airline’s sales director for North America and Europe, Miami is a critical gateway connecting the US with Latin America.

Data provided by the carrier indicates a period of growth in its US operations. In 2025, Avianca transported more than 4,900,000 passengers to and from the US, representing an increase of more than 6% compared to 2024 figures. During that same period, the airline operated 34,200 flights within its US network.

Currently, Avianca operates more than 400 weekly flights across 14 US cities. Its Florida operations specifically include more than 100 weekly flights departing from Miami, Orlando, Fort Lauderdale, and Tampa. These routes provide connectivity to destinations in Colombia, Ecuador, and Central America, as well as broader links to more than 80 destinations across 25 countries.

Miami FC executives noted that the partnership coincides with the development of world-class facilities in South Florida. Nathan Krum, the club’s chief marketing and revenue officer, stated that the collaboration is part of a broader vision to increase community accessibility and global connectivity.

Avianca is a member of the Star Alliance and is part of the Abra Group. The airline group includes several subsidiaries such as Aerovías del Continente Americano S.A., Taca International Airlines S.A., and Avianca Ecuador S.A.. In 2025, the consolidated group transported approximately 37,000,000 customers globally, operating a fleet of 140 aircraft including Airbus A320 and Boeing 787 Dreamliner models. Its loyalty program, LifeMiles, currently maintains a membership base of approximately 15,000,000 individuals.

The financial terms of the sponsorship were not disclosed, though it follows a trend of Latin American carriers increasing marketing spend within US professional sports to capture a larger share of the diaspora and tourism markets.

The redesign focused on increasing capacity and integrating elements of Colombian culture, as well as advancing the airline’s sustainability objectives.

“With this renovation, we aim for passengers to experience a space designed to meet their travel needs. Each area is conceived to reflect what we are: an evolving airline connected to its environment,” stated Erika Zarante, CEO of LATAM Airlines Colombia.

The renovation included structural and material changes intended to optimize the passenger experience. Key design elements include translucent metal dividers, influenced by the design of the Santiago de Chile lounge, a copper curtain, an artisanal piece crafted by Colombian artist Lizarazo, was retained from the previous design, serving as an exercise in aesthetic continuity and sustainability. Additionally, local artisans crafted the palm-woven Iraca lamps, which the airline states is a commitment to local production.

Approximately 70% of the seating and furnishings were updated for improved comfort, including the co-working areas, via a materials reutilization process. The facility also incorporated new motion-sensor faucets and other materials with a low environmental impact. A metallic structure lamp, weighing an estimated 400 kilograms, was installed over the buffet area, positioning the space as a central feature of the lounge. The redesign provided an unobstructed view of the runway for departing passengers.

The lounge’s food and beverage program was also updated to align with Colombian culinary traditions. The menu rotates every two weeks and features regional dishes such as calentado, carne con salsa cartagenera, aborrajados, and volcán de arequipe. A separate “Coffee Break” space is dedicated exclusively to the country’s coffee production. During peak hours, an exclusive offering, including gourmet meatballs and omelets, is available to passengers.

The lounge has been positioned by the airline as a leader in waste management within the group’s network. It currently reports an 88% recycling rate, with 12% of its total waste directed to landfills. The facility accommodates an average daily demand of 700 to 800 passengers, with future plans to evolve toward a multi-space format similar to the airline’s Signature lounges in Santiago, Lima, and Miami.

The renovation follows a period of growth for the carrier’s Colombian subsidiary. During the third quarter of 2025, LATAM Airlines Colombia transported an estimated 7.9 million passengers across its 18 domestic and seven international routes.

In the cargo sector, the company reported a 43% market share, moving 99.5 tons internationally and 22.7 kilotons domestically. The loyalty program, LATAM Pass, continues to expand its base, reporting 4 million active members.