Welcome to Portfolio Perspective: Managing Risk & Seizing Opportunity, a podcast focused on the asset-based lending industry. Join Andrew Pace, Chief Client Experience Officer at Asset Compliant Solutions, as he interviews experts, shares insights, and explores strategies for managing risk, optimizing portfolio performance, and seizing opportunities in an ever-evolving financial landscape. From regulatory changes to technological advances, each episode provides actionable takeaways and deep dives into industry trends. Whether you’re a lender, servicer, or recovery expert, this podcast offers valuable perspectives to enhance your approach and improve outcomes.
Portfolio Perspective: Managing Risk & Seizing Opportunity
Claim This Podcastby Asset Compliant Solutions
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30 episodes
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Podcast Overview
Welcome to Portfolio Perspective: Managing Risk & Seizing Opportunity, a podcast focused on the asset-based lending industry. Join Andrew Pace, Chief Client Experience Officer at Asset Compliant Solutions, as he interviews experts, shares insights, and explores strategies for managing risk, optimizing portfolio performance, and seizing opportunities in an ever-evolving financial landscape. From regulatory changes to technological advances, each episode provides actionable takeaways and deep dives into industry trends. Whether you’re a lender, servicer, or recovery expert, this podcast offers valuable perspectives to enhance your approach and improve outcomes.
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Publishing Since
4/29/2025
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Recent Episodes
August 4, 2026
Warrior, Not Survivor: Rethinking Resilience in Equipment Finance
<p>In this episode of Portfolio Perspective: Managing Risk & Seizing Opportunity, Andrew Pace sits down with Mike Toglia, founder and publisher of Equipment Finance Advisor and ABL Advisor, to explore how three decades inside the industry, from credit analyst to national sales leader to capital markets executive, now shape how he covers it from the outside.</p><p><br>Mike walks through the arc of his career, starting as a formally trained credit analyst at Fidelity Bank, moving through GE Capital, and eventually running a $600 million equipment finance unit as National Sales Manager at Textron Financial before shifting into capital markets. That foundation, he explains, is what let him build Equipment Finance Advisor into one of the industry's most-read independent publications, now marking its 15th year, with ACS among its earliest supporters.</p><p><br>The conversation digs into what he calls the "two-minute business": the discipline of delivering a daily e-newsletter that readers can process before their day starts, and why that format has stayed largely unchanged even as attention spans and reader sophistication have shifted. Mike also speaks candidly about the trust required to balance readers and advertisers, and why turning down stories that would drive clicks but damage credibility is part of protecting that trust.</p><p><br>The episode closes with Mike's read on where the industry is headed: rising AI adoption among service providers, growing collaboration between equipment finance and working capital solutions, and a younger, more digitally fluent generation entering the field. Andrew and Mike also settle a long-running debate on whether credit or sales should drive a lending culture.</p><p><br></p><p><strong>Key Topics Discussed:</strong></p><ul><li>Mike's career path across credit, sales, and capital markets</li><li>The founding and growth of Equipment Finance Advisor and ABL Advisor</li><li>Publishing strategy and the "two-minute business" model</li><li>How reader habits and industry demographics have evolved</li><li>Trust and credibility between publishers, readers, and advertisers</li><li>AI adoption trends across equipment finance</li><li>The rise of private credit and private equity in the space</li><li>Collaboration between equipment finance and working capital solutions</li><li>The role of third-party service providers in portfolio management</li><li>Credit culture versus sales culture in lending organizations</li><li>Long-term outlook and resilience across market cycles</li></ul><p><strong>Notable Takeaways:</strong></p><ul><li><strong>On why his credit background made him better at sales:</strong> Toglia credits his formal credit training as the foundation for everything that came after. "Being a credit person made me a hundred times better of a business development person. It just did, because I could sit across the desk from a CFO, and I could still do it today, because you don't forget what you learned."</li><li><strong>On AI adoption across the industry:</strong> Toglia sees a clear divide forming between companies investing in AI now and those waiting it out. "The companies who aren't looking at AI today and aren't considering it or investing in it today are going to be left behind."</li><li><strong>On rejecting the word "resilient":</strong> Toglia pushes back on the industry's go-to description of itself, offering a sharper one. "I don't like to use the word resilient because everyone uses the term resilient when they talk about this industry. It's not a survivor. It's a warrior, this industry."</li><li><strong>On the credit-versus-sales culture debate:</strong> Asked to pick a side, Toglia lands firmly in the middle. "If you don't have a strong credit culture and you don't have the business development side of it respecting that culture and trusting that culture, then you're going to fail. And if you have purely a sales side that's running the business and not paying attention to what the credit teams and risk management people are telling you, you just can't get there."</li></ul><p><strong>Subscribe</strong> to Portfolio Perspective: Managing Risk & Seizing Opportunity for more industry insights and field-tested strategies.</p><p><br>For more information, visit <a href="https://acs-cam.com/podcast/">Asset Compliant Solutions</a>.</p>
July 21, 2026
Trust, Credit, and the Middle Market: What It Really Takes to Get Deals Done
<p>In this episode of Portfolio Perspective: Managing Risk & Seizing Opportunity, Andrew Pace sits down with Bruce Brandon, Vice President of Indirect Business Development and Training at TCS Equipment Finance, to explore how trust, credit discipline, and vendor relationships shape deal flow in the middle market broker channel.</p><p><br></p><p>Most brokers spend their careers in small ticket, app-only territory, where a credit score and a Paydex number get a deal approved in 24 hours. Then, once or twice a year, a $500,000 or $1 million opportunity lands on their desk, and the playbook that worked for everything else stops working. Bruce Brandon has built his role at TCS around that exact moment.</p><p><br></p><p>Bruce is a 25-year veteran of the equipment finance industry, with leadership experience at Onset Financial, Pacific Western Bank, Marquette Equipment Finance, and Bank Financial in Chicago, and a track record of generating well over $100 million in new business over his career. At TCS, he runs national indirect business development through brokers, vendors, and manufacturers in the $300,000 to $30 million middle market, while also training the firm's new salespeople.</p><p><br></p><p>The conversation covers a lot of ground: why vetting a broker and vetting a transaction are two completely different processes, what separates audited financials from reviewed and compiled statements and why that distinction changes how fast a deal can move, and what TCS learned from the trucking downturn about how quickly asset values can turn against a lender. Bruce also gets into the vendor side of the business, where relationships often live with a single salesperson rather than a company, and why that makes vendor-sourced deals harder to predict than they look.</p><p><br></p><p>Bruce is direct about where speed comes from and where it doesn't. Deals backed by audited financials move quickly. Deals backed only by tax returns don't, and he'd rather tell a broker that upfront than promise a turnaround he can't deliver.</p><p><br></p><p><strong>Key Topics Discussed:</strong></p><ul><li>TCS's focus on the $300,000 to $30 million middle market and why that range is underserved by both brokers and large institutional lenders</li><li>The difference between vetting a broker and vetting a transaction, and why they require separate processes</li><li>Why full underwriting on larger deals looks nothing like a 24-hour app-only approval</li><li>The spectrum of financial statements: audited, reviewed, and compiled, and what each costs and signals to an underwriter</li><li>Lessons TCS took from the trucking downturn and how asset value risk shows up in a default</li><li>Why specialty and mission-critical equipment carries more intrinsic value to a lender than commodity assets like standard tractors and trailers</li><li>How vendor relationships function differently than broker relationships, and why they're often tied to one person rather than the company</li><li>What happens when a vendor pressures a broker for financing speed that credit realities can't support</li><li>How TCS's approach to broker communication has evolved toward more upfront honesty about turnaround times</li><li>What separates experienced brokers from newer ones when it comes to preparing a submission</li><li>Advice for brokers who want to move consistently into middle market deal flow</li><li>Why face-to-face relationship building at industry events still outperforms transactional swag and giveaways</li></ul><p><strong>Notable Takeaways:</strong></p><p><br>"There's a difference between vetting the broker and vetting the transaction. The transaction vetting is easy. What are their revenues? Are they profitable? And do they debt service? Those are kind of three initial criteria right out of the gate."<br><br></p><p>"If you have to go through and spread compiled information, you kind of have to come to your own conclusions. Whereas an audit, you can trust the numbers. It's right there. There's not much you have to do at all because it's right there."</p><p><br>"So here you are two years into a five-year lease, repossessing these assets that have completely depleted in value. And that's how companies go out of business. And once you do one or two of those transactions that get into that space, if you survive it, you'll never do it again."</p><p><br>"The specialty trucks have more intrinsic value to us as a lender, because we know that the company, if things go bad, if they're going to try to salvage the business, they're going to want to make their payments on those things to keep the business running."<br><br></p><p><strong>Subscribe</strong> to Portfolio Perspective: Managing Risk & Seizing Opportunity for more industry insights and field-tested strategies.</p><p><br>For more information, visit <a href="https://acs-cam.com/podcast/">Asset Compliant Solutions</a>.</p>
July 21, 2026
Scaling with Discipline: Culture, Operations, and the High-Tech High-Touch Model in Equipment Finance
<p>In this episode of Portfolio Perspective: Managing Risk & Seizing Opportunity, Andrew Pace sits down with Daryn Lecy, CLFP, MBA, Chief Operating Officer and Senior Vice President at Oakmont Capital Services, to explore what it actually takes to scale an equipment finance company the right way.</p><p><br></p><p>Oakmont's growth story is not typical. In 2018, Daryn and his team joined Oakmont's Minnesota office as an 11-person operation. Today, the company is approaching 100 employees across two offices. That kind of growth doesn't happen by accident, and Daryn is direct about what drove it: culture first, relationships second, and operational discipline throughout.</p><p><br></p><p>The conversation goes deep on what Oakmont's high-tech, high-touch model looks like at the transaction level, how the company balances credit discipline with sales momentum, and how they approach fraud risk without letting caution kill speed. Daryn also shares where Oakmont is in its AI journey, including a credit-side pilot that is already shaving meaningful time off the underwriting process while keeping human decision-making exactly where it belongs.</p><p><br></p><p>For equipment finance professionals thinking about scale, culture, portfolio health, or where independent lessors are headed over the next few years, this conversation has a lot of practical ground to cover.</p><p><br></p><p><strong>Key Topics Discussed:</strong></p><ul><li>Growing from 11 to nearly 100 employees and what the early culture-building decisions actually looked like</li><li>How Oakmont operationalizes low employee attrition and why listening matters more than talking</li><li>Balancing credit discipline, operational efficiency, and sales momentum without sacrificing any one of them</li><li>Asset class concentration strategy across compact construction, landscaping, and last-mile delivery</li><li>Geographic diversification across all 50 states and how they monitor for early warning signals in the portfolio</li><li>The high-tech, high-touch model in practice: remote online notary, flexible application channels, and keeping a human available when it matters</li><li>Fraud risk management and maintaining speed without blind spots</li><li>AI implementation in the credit workflow: how Oakmont piloted it, validated it, and what they learned</li><li>Referral growth driven by operational execution, including competitors directing business their way</li><li>Where independent lessors are positioned over the next three to five years and what keeps the opportunity alive</li></ul><p><strong>Notable Takeaways:</strong></p><p><br></p><p>"Culture is most important to us. We can teach you this business. It's not rocket science. We just want to make sure you fit in with the environment that we have."</p><p><br></p><p>"Speed is how we win deals."</p><p><br></p><p>"We want to make sure we're not just using it because we think it's easier, that it actually is going to make life easier in the long run."</p><p><br></p><p>"We ran them concurrently, the manual process plus the AI process, and are we finding we're getting the same things? Is there any hallucinations that are happening, stuff that we might be missing?"</p><p><br></p><p>"There's always gold in the files that you have in front of you to ease your acquisition costs."</p><p><br></p><p>"Independents will be able to move at a pace that, as long as they continue to keep up with technology, there's going to remain opportunities there for a long time."</p><p><br></p><p><strong>Subscribe</strong> to Portfolio Perspective: Managing Risk & Seizing Opportunity for more industry insights and field-tested strategies.</p><p><br>For more information, visit <a href="https://acs-cam.com/podcast/">Asset Compliant Solutions</a>.</p>
30 total episodes available
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Mike Peplinski
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