RBI team meeting around a conference table

ABOUT RBI

Built on trust.
Powered by people.

RBI is a next-generation private lender combining direct capital, responsive technology, and experienced guidance to help real estate investors move forward with confidence.

Who we are

The four RBI founders seated together in conversation

Four founders.
One vision for smarter lending.

3:12 / 7:24

Why RBI

RBI was built to make private lending more responsive, more transparent, and more personal—without compromising the discipline every deal demands.

Direct
Capital
Flexible financing structured around real estate opportunities.
Responsive
Technology
A streamlined experience with clearer, faster decisions.
Experienced
Guidance
A dedicated specialist from initial terms through funding.
Relationships
that Last
A lending partner invested in the deal—and what comes next.

US map: licensed and lending states in grey, states not yet available in white

OUR IMPACT

What began in 2014 now reaches investors across 42 states.

RBI was built on the belief that private lending could operate at a higher standard—grounded in discipline, transparency, and relationships that extend beyond a single deal. That commitment continues to guide every transaction and earn the trust of clients who return, project after project.

Licensed & lending
Not yet available

5,000 +Loans Funded Through 2025
$3B +Capital Deployed
14 +Years in Business

The people behind the capital

Four founders and the team that turns their vision into how RBI works every day.

Ernesto
Rostoker

Chief Executive Officer

“I’m an ideas person.”
Growing up around banking and finance — a world my family has been part of for generations — taught me early that the real skill isn’t knowing the market. It’s knowing when it’s about to change, and moving before it does.
That instinct is what built RBI. We started in auto lending. When the industry shifted, the decision to pivot to real estate private lending happened quickly — not because we had to, but because we saw where things were going before they got there.
Over 14 years later, RBI has deployed more than $3 billion and funded over 5,000 loans. What I’m most proud of isn’t the number — it’s the team that got us there. People who don’t just execute; they think ahead. My job is to set goals that seem unrealistic, and then watch this team prove they aren’t.
Private lending is still early. The need is enormous, the education gap is real, and there’s far more runway ahead than most people realize.

Leonardo
Rostoker

Chief Financial Officer

“Finance is like architecture.”
You don’t build it once. You build it as the company grows — and you have to get the structure right before the weight arrives.
I built my foundation in banking and finance, a world my family has been part of for generations. The principle I carry from that upbringing: your name is your most valuable asset.
I’ve been with RBI from the beginning, and what defines these years is the path itself — from convincing friends and family to lend capital when we had no track record, to managing multiple institutional funding sources, to leading a team that funds over $1B in disbursements per year. Each of those steps shaped how I lead finance at RBI today.
My goal as CFO is to identify and cultivate the best sources of capital — partners whose mission, like ours, is to improve this industry.

Andres
Saias

Chief Revenue Officer

“I build relationships that last.”
Ten years ago, I was originating loans and processing them myself — physical folders, documents checked one by one. Today I lead revenue, growth, and the partnerships that move RBI forward. The framework hasn’t changed: read the client, read the collateral, and never confuse the two.
My edge isn’t technical. It’s contextual. I read situations the same way I read markets.
Rate isn’t the differentiator anymore. The lenders that win long-term win because their clients don’t want to leave. That trust isn’t built in my office — it’s built by the people who answer the phone, structure the deal, and stay with the client through every step. My job is to give them the playbook. Theirs is to run it better than anyone in the market.

Eli
Cohen

Chief Investment Officer

“Some of the most important decisions in private lending happen after the loan closes.”
At RBI, I manage loan trading, portfolio management, and loan servicing — the post-closing infrastructure that keeps capital moving, risk controlled, and portfolios performing.
I studied Supply Chain and Information Systems at Penn State and earned a Master’s in Finance from the University of Miami. My background is in fund structuring and administration — years spent launching and overseeing hundreds of funds across multiple investment strategies.
That experience taught me more from what failed than from what worked. In investing, the discipline to protect capital matters more than the conviction to deploy it.
Those lessons shape every decision I make at RBI — proactive on risk, decisive on execution, disciplined with investor capital.

Grace
Soueidan

Managing Director | Strategic Operations

With more than 25 years of leadership in mortgage banking, private credit, and real estate finance, Grace oversees operations, credit, underwriting, and servicing across RBI’s Fix & Flip, Bridge, RTL, and Ground-Up Construction programs.

Known for simplifying complex processes and applying technology strategically, she helps make lending faster, clearer, and more reliable. Her leadership supports disciplined underwriting, predictable closings, transparent draw management, and consistent loan performance—
combining institutional-grade systems with experienced judgment.

Grace Soueidan, Managing Director, Strategic Operations at RBI Private Lending

Daniel
Saias

VP of Information Technology

“What I do is solve problems through technology.”
People assume the more technology you add, the less human things become. I think it’s the opposite — technology takes the ambiguity out and gets you to a clear answer faster. Done right, it doesn’t replace people; it frees them to spend their time where it matters.
When I joined RBI, I rebuilt how we generate term sheets — what used to take a loan officer hours, a client can now do in under a minute. Almost no one in this industry does that, and it changed how the whole company quotes and moves. And we don’t build toward a ceiling: the goal is a loan processed in under 24 hours, something that doesn’t exist anywhere today.
But none of it is technology for its own sake. One of our values is put people first — we believe even the best platform in the world still runs on relationships. Technology and the human touch aren’t opposites. At RBI, they go hand in hand.