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Click here to see the full article on Globe Newswire . MIAMI, April 21, 2026 (GLOBE NEWSWIRE) -- Standard Premium Finance Holdings, Inc. (OTCQX: SPFX) (“Standard Premium”), a leading specialty finance company, today announces its Annual Shareholders Meeting on June 12, 2026 in Miami, FL. The meeting will update shareholders on Standard Premium’s compelling financial results, including 24% net income growth, an increase of 14% to the Company’s receivables portfolio and $158 million in loan originations. The meeting will also provide shareholders with the latest news on the Company’s growth trajectory, including ongoing initiatives to achieve licensing in all 50 states, a review of strategic goals implemented over the past year and opportunities for continued success that are critical to long-term value creation. “Our 2025 and early 2026 performance reflects disciplined execution across Standard Premium and a clear strategy for growth,” says William Koppelmann, CEO, Standard Premium. “We’re entering this next phase with strong momentum and a continued focus on expanding opportunities that support long-term shareholder value.” Shareholders of record as of April 13, 2026, are entitled to attend and vote on matters brought before the meeting, including the election of directors, advisory matters on executive compensation, and flexibility in the size of the board of directors. Shareholders have the option to vote easily and securely online, by telephone, mail or in person at the meeting. Detailed instructions are included in the Company’s official proxy materials. About Standard Premium Finance Holdings, Inc. Standard Premium Finance Holdings, Inc. (OTCQX: SPFX), is a specialty finance company which has financed premiums on over $2 Billion of property and casualty insurance policies since 1991. We currently operate in 43 states and are seeking M&A opportunities of synergistic businesses to leverage economies of scale. https://www.standardpremium.com/ Cautionary Statement Regarding Forward-Looking Statements This press release includes "forward-looking statements" within the meaning of the safe harbor provisions of the U.S. Private Securities Litigation Reform Act of 1995 and within the meaning of Section 27a of the Securities Act of 1933, as amended, and Section 21e of the Securities Exchange Act of 1934, as amended with regard to our anticipated future growth and outlook. Our actual results may differ from expectations presented or implied herein and, consequently, you should not rely on these forward-looking statements as predictions of future events. We do not undertake or accept any obligation or undertaking to release publicly any updates or revisions to any forward-looking statement to reflect any change in our expectations or any change in events, conditions or results. Additional information concerning risk factors relating to our business is contained in Item 1A Risk Factors of our Annual Report on Form 10-K filed with the Securities and Exchange Commission on March 20, 2026 which is available on the SEC’s website at www.sec.gov or on the Investor Relations section of our website, standardpremium.com . Media: Nicholas Turchiano CPR Marketing nturchiano@cpronline.com 201-641-1911x35

Click here to see the full article on Forbes . Digital transformation in the finance industry is as much about people as it is about technology. Managing cross-functional teams through this process requires aligning priorities, overcoming resistance and ensuring every stakeholder understands the value of change. Without strong leadership to align strategy and communication, even the most advanced tools can fail to deliver meaningful results. Below, members of Forbes Finance Council share the biggest leadership lessons they've learned from guiding cross-functional teams through digital transformation and how those lessons continue to shape their approach today. 1. Fixing Infrastructure To Unlock Team Performance Infrastructure is culture. Leading cross-functional digital transformation taught me that vision isn’t enough. If ops, tech, compliance and service teams are fighting broken tools and batch processes, that’s not a people problem; it’s an infrastructure problem. Give teams real-time data and automated workflows, and they stop firefighting and start building together. - Bill Capuzzi , Apex Fintech Solutions 2. Clarifying The 'Why' And Decision Ownership Early It’s important to articulate the "why" early and often so that teams are anchored. Transformation can go sideways when teams align on the goal, but not the outcome, and they lack a clear, accountable decision-maker. High-performing teams know who the key stakeholders are and who is ultimately making decisions. - Cody Banks , Velera 3. Prioritizing People Over Technology Adoption Digital transformation is about leading people through change. The technology and transformation will only be as successful as the people’s ability to accept and implement change. Involve those with hands-on keys and those who interact with products and customers as early and as often as possible, and ensure they very clearly see the value and take ownership of the transformation to ensure success. - Shannon Power , Shabrae Strategic Advisors 4. Aligning Incentives, Language And Goals Across Teams My biggest lesson is that transformation is more human than technical. Progress stalls when teams don’t share context or trust. The real work is aligning incentives, language and goals across functions so technology becomes an enabler of better decisions, not another layer of complexity. The key to success is sustained, transparent communication that keeps everyone anchored to the same outcomes. - Marthin De Beer , BrightPlan 5. Understanding The Full Digital Ecosystem Everyone must be aligned on the company’s digital landscape—how systems integrate internally and externally to communicate, decide and execute efficiently. Digital transformation didn’t start yesterday; we’re now in a hyper-accelerated phase with AI and global reach. The best leaders adapt fast and lead through it. - Caroline Farah Lembck , LemVega Capital 6. Building Systems That Continuously Improve Outcomes AI, automation, cloud platforms and emerging quantum capabilities don’t deliver impact in isolation. The real unlock comes from designing flywheel distribution models—systems where better data fuels smarter models, smarter models drive better decisions and those decisions generate outcomes that continuously strengthen the system. - Jacob D. Frankel , Beyond Alpha Ventures L.L.C. 7. Creating Shared Visibility Across Departments Transformation requires uniting teams around a central mission and making sure we all have visibility into each department’s contributions. For us, that means monthly cross-functional meetings where each team shares their roadmaps and plans so we all see how their work connects to our goals. Those meetings help make transformation a shared vision instead of a mandate. - JB Orecchia , SavvyMoney 8. Starting With Small Wins To Build Momentum The biggest leadership lesson from managing cross-functional teams through digital transformation is that it's best to begin with use cases where "wins" can be accomplished to encourage team members to ask for more. The benefits must be tangible, such as additional revenue, reduced cost or improved productivity. Broad pronouncements about digital transformation are not effective. - Kevin Cohee , OneUnited Bank 9. Earning Trust By Solving Real Pain Points First Everyone wants transformation overnight, but it's a moving target; you don't just do it for a year, and you're done. Meet people where they are. Don't lead with, "Here's new software." Lead with, "What's eating your time?" Remove the pain first, earn the trust and then adoption follows. Nobody changes their workflow because the CFO told them to. You need to show why it matters to their day. - Mike Whitmire , FloQast 10. Focusing On Adoption Over Implementation The biggest challenge in digital transformation is adoption, not implementation. When teams resist change, the cost shows up fast—in wasted time, people effort and underutilized technology. Finance has to champion adoption because we see the full cost of partial change and the value of getting it right. - Cynthia Hemingway , Fourlane, Inc. 11. Leading With Outcomes, Not Just Tools Digital transformation isn’t a technology project–it’s a leadership test. You have to align teams on outcomes first, then stay close to the work to remove friction and stay curious about what’s not working. At our company, closing the gap between what advisors and investors expect and what the industry delivers requires clarity, humility and a commitment to learning as we modernize the platform. - Lou Maiuri , AssetMark 12. Demonstrating Value Before Driving Change Digital transformation doesn't occur overnight. Employees tend to resist change, especially when something seems to be working. Demonstrating the value, security, necessity and efficiency of new technological processes needs to begin before implementation. - Brian Krogol , Standard Premium Finance (SPFX) 13. Aligning Regulation, Finance And Technology Early Digital transformation in finance isn’t a technology challenge—it’s a mindset challenge. My biggest lesson has been that regulation, finance and technology teams must work as one from day one. When those areas move separately, projects stall. When they align around execution and trust, innovation moves fast and safely into real markets. - Hector Torres , TR Capital 14. Unifying Incentives Before Aligning Systems My biggest leadership lesson is this: Align incentives before you align systems. Cross-functional teams do not struggle because of technology. They struggle because compensation, KPIs and accountability are pulling in different directions. If you do not unify what success looks like, departments will quietly protect their turf. Strong leadership exposes misalignment first. - Karla Dennis , KDA Inc. 15. Addressing Decision Rights And Power Shifts Alignment fails when people think the project is about technology instead of decision rights. Digital transformation only works once teams know what decisions move to systems, what decisions stay human and who loses control. Resistance isn’t about tools. It’s about perceived loss of authority, relevance or risk. Address power shifts early, and execution speeds up. Ignore them, and the tech stalls. - Anatoly Iofe , IceBridge Financial Group, LLC 16. Making Bold Decisions With Unified Leadership Support My biggest lesson is being bold enough to make hard calls. I automated processes that eliminated roles—uncomfortable but necessary. The key was securing cross-functional leader alignment upfront: Everyone understood the rationale, agreed on the approach and supported it publicly. Without boldness and unified leadership, transformation stalls. Progress requires tough decisions. - Pallav Sharma , EvoluteIQ Inc 17. Turning Resistance Into Strategic Input Identify the most resistant member of your team. Do not force them to learn "how." Ask them to help you define the "why." Make them the historians of the future, charging them with teaching the AI what it cannot know: the nuance of human judgment. - Elie Nour , NOUR PRIVATE WEALTH 18. Measuring Success Through Tangible Productivity Gains A critical leadership lesson is that adoption and measurable value are critical. Most often, new technology initially slows teams down; therefore, unless it delivers a meaningful 20% and productivity gain, it’s likely not worth the disruption. As a leader, we need to prioritize adoption and outcomes over novelty. - Leo Anzoleaga , Leo Anzoleaga Group at Luminate Bank 19. Redesigning End-To-End Workflows, Not Just Features The biggest lesson: Map interdependencies before you map features. In finance, one workflow touches risk models, controls, reporting and customer experience. If you digitize a step without redesigning upstream and downstream handoffs, you just automate friction. Cross-functional wins come from redesigning the end-to-end value chain—not upgrading isolated tools. - Achal Singi , WestBridge Capital 20. Staying Humble And Adapting Through Feedback The biggest lesson was humility. I've been wrong about what teams needed, what would work and what people were ready for. Digital transformation taught me to prototype, get feedback and adjust—not to assume I had all the answers upfront. The leaders who struggle most are those who can't admit their first plan wasn't perfect. - Gary Allen , LeanLaw View Source

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Click here to see the full article on Forbes . Innovation often hinges on a company’s willingness to test new ideas and take calculated risks. Yet experimentation can feel at odds with the finance industry's traditional focus on control, predictability and cost management. Striking the right balance requires intentional leadership and a supportive framework to empower teams, allocate resources strategically and build a culture where smart innovation can thrive. To help organizations foster creativity without compromising financial discipline, Forbes Finance Council members share practical strategies for supporting experimentation and thoughtful risk-taking. 1. Balancing Innovation With Governance And Accountability Experimentation works when it has guardrails. It's important to balance innovation with discipline: clear standards, strong governance and an advisor‑first mindset. I encourage teams to test ideas quickly, but we pair that with rigorous review so we learn fast without creating noise. Creative risk‑taking succeeds when people are empowered to explore and be accountable for outcomes. - Lou Maiuri , AssetMark 2. Sparking Creative Solutions Through Cross-Functional Think Tanks Experimentation is a crucial resource of a dynamic company. A simple way to implement this is through cross-functional think tank sessions. Before each session, choose a specific bottleneck, problem or opportunity affecting the company. Lead a group discussion focused on this item. Even if a solution isn't reached during the session, it can stimulate creative thought processes and an open culture. - Brian Krogol , Standard Premium Finance (SPFX) 3. Encouraging Early Testing With Clear Risk Guardrails In fast-moving industries, it’s often better to be first than to wait to be perfect. Finance leaders should create space for teams to test ideas early, learn quickly and improve along the way. Innovation comes from responsible experimentation, not from avoiding risk—as long as there are clear guardrails to manage it. - Hector Torres , TR Capital 4. Funding Disciplined Pilots And Redefining ROI For Innovation Finance leaders enable experimentation by funding disciplined pilots, ring-fencing innovation budgets and redefining ROI beyond short-term earnings. Set clear risk thresholds, reward intelligent failure and tie incentives to learning velocity—not just margin. Governance should de-risk the downside while protecting the upside of bold ideas. - Faustino Júnior , FG Investimentos Forbes Finance Council is an invitation-only organization for executives in successful accounting, financial planning and wealth management firms. Do I qualify? 5. Sponsoring Innovation And Rewarding Breakthrough Thinking Finance isn’t seen as risk-taking, but emerging tech demands experimentation. Leaders can encourage this by rewarding breakthrough ideas and launching CFO-sponsored innovation projects that teams can lead. The key is to give equal support and recognition to these efforts, whether they succeed or not, to build a culture that values smart risk-taking. - Terrence McCrossan , Oversight Systems 6. Transforming Finance From Gatekeeper To Growth Partner Drop the "department of no" mentality. The old bean-counter reputation, where accounting is overly conservative and risk-averse, is over. Free your team from the manual grind of close processes, reconciliations and repetitive tasks, so they have headspace to think. When someone brings an idea, don't default to saying, "We don't have a budget." Instead, ask, "What's the return?" That's how you become a growth partner. - Mike Whitmire , FloQast 7. Turning Bold Ideas Into Measurable, Testable Assumptions Shift the approval lens from “Will this work?” to “What must be true for this to work?” Then quantify those assumptions and track them weekly. Finance enables creativity by turning bold ideas into testable theses. When assumptions are explicit and measurable, risk becomes analyzable—not political. - Achal Singi , WestBridge Capital 8. Modeling Responsible Risk-Taking From The Top Finance leaders can support experimentation by modeling appropriate behavior around risk-taking themselves. Business leaders who aren’t afraid to admit uncertainty around creative risk-taking set the tone for the organization overall. With appropriate guardrails and boundaries in place, business leaders can encourage creativity among their teams while still avoiding unnecessary risk. - Eyal Lifshitz , Bluevine 9. Responding To Failure With Accountability And Learning The best measure of leadership's support for risk-taking is how we handle results when things go wrong. If we accept responsibility—rather than point fingers—and focus on how to improve— rather than solely focus on what went wrong—our team members will have confidence that we truly support experimentation. You cannot experiment without experiencing setbacks. - Kevin Cohee , OneUnited Bank 10. Creating Safe Boundaries And Budgets For Testing Ideas Finance leaders say they want new ideas, but they shut people down the minute something does not work. That kills creativity. If you want smart risk-taking, set clear boundaries and a small budget for testing ideas. Make it safe to try, but clear that effort and learning matter. If every idea has to be perfect before it starts, nothing new will ever happen. - Karla Dennis , KDA Inc. 11. Setting Clear Loss Limits And Separating Learning Metrics Give teams bounded risk, not open risk. Set clear loss limits like time, budget and downside, define what success looks like and agree upfront on when to stop. That turns experiments from career risk into controlled trials. Also, separate learning metrics from performance metrics. If people are judged only on short-term efficiency, they’ll avoid smart risks. Reward insight gained, not just wins. - Anatoly Iofe , IceBridge Financial Group, LLC 12. Building Structured Lanes For Smart, Agile Risk-Taking Innovation from the top down is organized but dumb; innovation from the bottom up is chaotic but smart. Finance can navigate this by creating lanes for risk-taking: different processes for small, reversible bets versus company-level gambles. Ensure finance processes anticipate change through agile planning, rolling forecasts and scenario modeling. Celebrate smart failures and the courage to learn. - Bryan Lapidus , Association for Financial Professionals 13. Lowering The Cost Of Failure Through Small-Scale Pilots The best thing finance can do is lower the cost of failure. Create small-scale pilots instead of big bets. Help the firm run a three-month experiment with a new service offering before committing fully. When failure is cheap and learning is fast, people take more creative swings. Finance should design those guardrails, not block the attempts. - Gary Allen , LeanLaw 14. Treating Innovation As A Milestone-Based Investment Portfolio Finance leaders must prioritize learning over certainty and treat innovation as a disciplined portfolio. By employing milestone-based funding, released in tranches to incentivize progress, teams can move quickly while protecting capital. “Smart failures,” then, are treated as preserved option value rather than career risk, improving the probability of success. - Rabbi Yechezkel Moskowitz , Synergos Holdings 15. Building Confidence Through Collaborative Experimentation Models It is often hard to support experimentation when margins are tight and ROI is being tracked closely. It's easier to find resources for the few employees who are excited by experimentation, but harder for those who are scared to try. I've built a "We" model so that more nervous staff get a buddy in order to test their idea's validity. This has slowly built the confidence of more staff to try new things. - Janice Stucke , CREW Network 16. Allocating A Portfolio For High-Risk, High-Reward Ideas Create a "Portfolio of the Improbable." Allocate a specific, small percentage of your budget to ideas that "should" fail but "might" revolutionize. When one fails, do not ask, "Who made the mistake?" Ask, "What truth did we uncover that our competitors are still ignoring?" - Elie Nour , NOUR PRIVATE WEALTH 17. Funding Internal Ventures With A Portfolio And Ecosystem Mindset From a venture capital perspective, finance leaders should fund entrepreneurship inside the company like a portfolio, making small bets with clear milestones and disciplined follow-on capital. Partner with the external venture ecosystem for signal and speed. Use strategic investments and mergers and acquisitions as options for the future, turning experimentation into structured, scalable upside. - Ray Wu , Alumni Ventures 18. Making Risk Absorbable Through Strong Financial Foundations Finance leaders support experimentation by making risk absorbable, not fatal. When budgets, reserves and risk structures can handle small losses without threatening the organization, teams gain the confidence to test ideas, learn and improve. Creativity does not require reckless spending, but it does require a balance sheet built to survive mistakes. - Randy Sadler , CIC Services 19. Prioritizing Decision Quality And Insight Velocity Over Forecast Certainty Change the questions money can ask. They want clarity on what to learn next and what decisions it will unleash. When financing focuses on decision quality rather than forecast accuracy, teams can explore directionally promising but unproven concepts. Finance excels at creative risk-taking when it allocates capital to insight velocity rather than predictable profits. - Neil Anders , Trusted Rate, Inc. 20. Embedding Thoughtful Risk Within Clear Goals And Guardrails Leaders should give their teams clear expectations of the goals and objectives. Intentionally integrate thoughtful risk into the solution process. Giving their team permission to try different ways of solving it within clear guardrails, small stakes and defined timelines. When leaders reward insight and learning, not just success, experimentation becomes disciplined, confident and repeatable. - Letitia Berbaum , Blue Sands Wealth

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MIAMI, Feb. 10, 2026 (GLOBE NEWSWIRE) -- Standard Premium Finance Holdings, Inc. (OTCQX: SPFX) (“Standard Premium”), a leading specialty finance company, today announces that it will attend and present at The National Investment Banking Association (NIBA) 152nd Investment Conference on March 11-12, 2026, in Ft. Lauderdale, Florida. On March 12, Brian Krogol, CFO, Standard Premium, will provide attendees with compelling data and achievements that support the Company’s growth trajectory and increased national footprint, along with an industry overview that sets the stage for continued expansion. “This event is an ideal forum for engaging with industry peers, sharing perspectives and articulating the opportunities that fuel the execution of our next phase of growth,” says William Koppelmann, CEO, Standard Premium. “As we continue to scale our business through state licensing approvals, expand our $115 million credit facility and building out our acquisition pipeline, this is the perfect opportunity to engage with members of the investment banking community and share our disciplined specialty finance platform.” Standard Premium’s rapid portfolio growth, increased loan originations and continued year-over-year revenue gains, support the Company’s next stage of expansion. Standard Premium continues to increase its national presence through state licensing approvals, now licensed in 42 states, and support innovative initiatives for 2026 that build shareholder value. William and Brian will be available for one-on-one meetings with investors throughout the conference. To learn more about Standard Premium or to schedule a meeting during NIBA, please contact Brian Krogol, CFO, Standard Premium at bkrogol@standardpremium.com .

MIAMI, Jan. 13, 2026 (GLOBE NEWSWIRE) -- Standard Premium Finance Holdings, Inc. (OTCQX: SPFX) (“Standard Premium”), a leading specialty finance company, today announces that it will attend and present at the 3rd Annual DealFlow Discovery Conference , January 28–29, 2026, at the Borgata Hotel, Casino & Spa in Atlantic City, New Jersey. William Koppelmann, CEO, and Brian Krogol, CFO, will deliver a live presentation highlighting Standard Premium’s growth trajectory, expanding national footprint and strategic priorities for 2026 at 11:00 am EST on January 29. “Standard Premium has entered an exciting phase of execution,” says William Koppelmann, CEO, Standard Premium. “With our expanded $115 million credit facility, acquisition pipeline and recent licensing approvals extending our reach to 41 states, we believe this is an ideal time to engage with the investment community and share how we are building a scalable, disciplined specialty finance platform.” In 2025, Standard Premium reported continued portfolio growth, increased loan originations and year-over-year revenue gains, supported by disciplined underwriting and capital management. The Company also expanded its national presence through additional state licensing approvals and strengthened its leadership team to support future scale. “Our strong financial performance and focus on prudent capital deployment position us well for sustainable growth,” adds Brian Krogol, CFO, Standard Premium. “The DealFlow Discovery Conference provides a valuable forum to discuss our operating momentum, financial discipline and long-term value creation strategy.” The management team will be available for one-on-one meetings with institutional and retail investors throughout the conference.

MIAMI, Dec. 16, 2025 (GLOBE NEWSWIRE) -- Standard Premium Finance Holdings, Inc. (OTCQX: SPFX) (“Standard Premium”), a leading specialty finance company, today shares its perspective on key trends shaping the insurance premium finance market in 2026 and defines performance objectives aligned with its long-term growth strategy. Standard Premium has expanded its operating footprint to 40 licensed states and more than doubled its available capital through a recently expanded $115 million credit facility, positioning the company to support continued portfolio growth and geographic diversification. The U.S. insurance premium finance market is estimated to generate approximately $60 billion in annual loan originations and is projected to grow at a compound annual rate of roughly 10%, driven by continued expansion of the excess and surplus (E&S) insurance market. “As the premium finance market advances, our focus is to execute against the foundation we’ve built and grow responsibly by strengthening our portfolio quality and scaling our platform as we enter 2026,” says William Koppelmann, CEO, Standard Premium. “On a backdrop of an estimated 20 years of industry consolidation, there is still fragmentation. In this environment, we see emerging opportunities for technology driven companies and have a large appetite for mergers and acquisitions.” For 2026, Standard Premium’s objectives include geographic diversification through entry into licensed territories, growth of its loan portfolio, continued improvement in diluted earnings per share and evaluation of an uplisting to NASDAQ, subject to market conditions and regulatory approvals.

MIAMI, Dec. 01, 2025 (GLOBE NEWSWIRE) -- Standard Premium Finance Holdings, Inc. (OTCQX: SPFX) (“Standard Premium”), a leading specialty finance company, announces new state licensing approvals that expand its operating footprint to 40 states. In 2025, Standard Premium received approvals in New Jersey, New York, North Dakota, Pennsylvania and Utah. These states join the company’s 2024 expansion into Connecticut, Michigan, Rhode Island, Montana, New Mexico and Oregon, further solidifying Standard Premium’s position as one of the most widely licensed premium finance companies. “This milestone underscores our continued commitment to responsible growth and to serving agents, carriers and insureds across the country,” says William Koppelmann, CEO, Standard Premium. “Our recently expanded $115 million line of credit more than doubled our availability of capital. Now is the time to execute on our geographic growth plan.” The continued expansion reflects Standard Premium’s disciplined approach to market entry and regulatory compliance. By maintaining strong relationships with state departments of insurance and investing in operational readiness, the company ensures a seamless onboarding process for agents and policyholders. “Achieving 40 state approvals marks an important step in our long-term growth strategy. Expanding our geographic reach not only broadens our customer base but also strengthens our portfolio diversification,” adds Brian Krogol, CFO, Standard Premium. These licensing achievements support the company’s broader initiatives to expand into new regional markets and deliver consistent value to stakeholders. In 2025 Standard Premium has been featured in trade media including Insurance Thought Leadership , AM Best and CityBiz .

MIAMI, Nov. 18, 2025 (GLOBE NEWSWIRE) -- Standard Premium Finance Holdings, Inc. (OTCQX: SPFX) (“Standard Premium”), a leading specialty finance company, today announces financial results for the third quarter ended September 30, 2025, highlighted by persistent loan portfolio expansion, increased loan originations and year-over-year revenue growth. “Our strong performance this quarter, supported by disciplined portfolio management and the growing demand for premium finance solutions, positions us for continued growth,” says William Koppelmann, CEO, Standard Premium. “The significant expansion of our credit facility in September from $50 million to $115 million positions us to scale our business through 2026 and beyond.” Q3 2025 Highlights Loan portfolio surpassed $73.5 million, an increase of 15.2%, since December 31, 2024. Secured a new $115 million line of credit, with an initial $75 million commitment from a three-bank syndicate. Appointed Renee Magness as Senior Account Executive in the Midwest Revenue increased 4.6% year-over-year (YOY). Loan originations rose $5.1 million, a 14.2% YOY increase. Return-on-equity (ROE): 15.54%. Basic EPS: $0.08; Diluted EPS: $0.07. Q3 2025 Year-to-Date Results Loan originations up $3.4 million, or 3.0%. Net income increased 16.5%. ROE: 17.15%. Basic EPS: $0.26; Diluted EPS: $0.21. Quarterly preferred dividends were paid timely in November 2025 and remain fully up to date. “Standard Premium remains focused on expanding its market presence, strengthening relationships with agents and carriers and delivering consistent value to stakeholders as demand for flexible, transparent premium financing options grows nationwide,” adds Brian Krogol, CFO, Standard Premium.

MIAMI, Nov. 04, 2025 (GLOBE NEWSWIRE) -- Standard Premium Finance Holdings, Inc. (OTCQX: SPFX) (Standard Premium), a leading specialty finance company, today finalizes plans for its Annual Shareholders Meeting on Friday, November 7, 2025, at 4:00 PM Eastern Time in Miami, Florida. The meeting provides an important opportunity for the Company to present its breakout financial results with record-breaking profitability, share details regarding its latest $115 million credit facility, introduce key staff hires, review strategic initiatives implemented over the past year, including a stock buyback program and discuss opportunities with shareholders for continued growth that are critical to long-term value creation. “As we continue to execute our growth strategy and strengthen our market position, this annual meeting provides an opportunity to engage directly with our shareholders,” says William Koppelmann, CEO, Standard Premium. “We look forward to sharing our progress and outlook for the year ahead as we continue to scale the business and build lasting value for our shareholders.” Shareholders of record as of September 8, 2025, are entitled to attend and vote on matters brought before the meeting, including the election of directors and ratification of the Company’s independent auditors for the 2025 fiscal year. Shareholders have the option to vote easily and securely online, by telephone, mail or in person at the meeting. Details and instructions are included in the Company’s official proxy materials.