CH Capital Partners LLC Presents Partnership for 2011 and 2012

FBO Hanmi Holding Company

CH Capital Partner LLC Team

CH Capital Partners LLC

Shawn MacDonald Sr. Managing Partner Co CCO Mark Pizzuti Sr. Managing Partner Operations

Sok H. Cordell Sr. Managing Director

Chris Chu Sr. Managing Partner Co CCO

Shawn Park Sr. Managing Partners

Alex Adams General Counsel SBA Certified

General Counsel is one of few Attorneys that are SBA Certified

Nicole Whamond

Sheila Nordgren

500 Member of Mortgage Bankers

Ellen Sim-Cordell

Mark Hetrick Managing Principal

John Delano Managing Partner

Jim McConnell Managing Partner

Terry Painter Execution Expertise

Troy Willis

Kendra Schwindt

Process

Bruce Johnson

CH Capital Partners & Hanmi Financial

Executive Management Sok H. Cordell -shareholder

Sr. Managing Director OR

Partners
Mark Pizzuti (Managing Partner) OR Mark Hetrick (Managing Principal) OR Troy Willis (Managing Partner) OR Jim McConnell (Managing Partner) AK John Delano (Managing Partner) AK Steve Raycroft (Managing Partner) TX Bruce Johnson (Managing Partner) TX Nicole Whamond (Operations) OR Kendra Schwindt (Marketing) WA Sheila Nordgren (Assistant) WA Ellen Sim-Cordell (temp employee) OR

Chris Chu
Sr. Managing Partner WA Co-Chief Credit Officer

Alex Adams SBA Certified Attorney

General Counsel of CH Capital Partners

Shawn Park - shareholder

Sr. Managing Partner WA

Shawn MacDonald
Sr. Managing Partner CA Co-Chief Credit Officer

Who We Are: CH Capital Executive Team

Combined 126+ years in the financial services industry Experience in:

Money Center and Regional Bank: 45 years Investment Bank: 16 years Community Bank: 65 years SBA Certified Attorney as General Counsel

All have held Executive or Senior Management positions Roles in: production, asset/risk/project management Interest Rate hedging, investment banking, commercial banking, community banking, credit union, and savings loans

What SBA 504 FMPP Means to Hanmi Financial Conventional SBA 504 Loan
50%, 40%, 10%
SBA 504 50% 5,000,000 100% risk capital 50% LTV Loan Conventional 40% 4,000,000 CDC Loan 10% 1,000,000 Equity

SBA 504 FMPP Loan

50%, 40%, 10% 85% of the 50% gets sold off Estimated revenue of 6% - minus fees Leverage for depository business Non-demand deposits Higher quality loans

SBA 504 50% 5,000,000 15% of $5,000,000 $750,000.00

FMPP 40% 4,000,000 CDC $4,250,000 sells off

Loan 10% 1,000,000 Equity

SBA 504 FMPP Refinance

Take existing non-SBA owner occupied sell it Reduce the balance sheet for Hanmi and make premiums Converting all owner occupied which qualifies to sell off the assets with no discounts

FMPP PROGRAM CAN DO FOR YOU

Another bank or nonbank lender

SBA 504 FMPP Program

Secondary Market

Good loans

Not good loans

Non performing loans

Write down loans

Replenish Capital

Blow out the earnings

CH Capital Partners LLC

Due Diligence Procedure Analysis

Become leader in the SBA 504 FMPP Program

Speed
Execution
Capital

Learn to reduce the current CRE Concentration

Income Increase

Cross Sell Opportunity Earnings Earnings Earnings

Teach other community banks the process with CH Capital

Become the dominant Korean American bank

CH Capital Partner Goals

Goal: Increase Earnings to Solve Financial Problems
Diversify clients through intermediaries like CH Capital Produce revenue split agreement with Hanmi Financial and bring nondemand deposit Restructure credit products to replace CRE concentration Increase loan production with higher credit quality Increase banking with non-Asian markets to increase deposits, cross sell other financial service and use all opportunity to execute a new sale. Bring new products to the Asian market place, merchant services, business banking, factoring, and business alliances Earnings, earnings, and (surprise) more earnings

CH Capital Partners Goals (Continued)

CH Capital Partners goal with Hanmi Financial
Increase revenue of 2010 of Hanmi Financial of 30-40% Increase profits for the bottom line to .26 cent a share from .03 cent a share Bring new source of clients and new ways of cross selling existing clients Establish Hanmis goal of finally getting rid of the non-performing assets, and establish what percentage of capital it would take the full losses

CH Capital Partners goal with Hanmi Financial

Originate $500 Million in SBA 504 FMPP loans 14 months Originate $ 70 to 100 million loans in SBA 7a Bring non-demand deposit of $25 to 30 million a year Bring a National Construction lenders to help Hanmi facilitate a National Presence

CH Capital Services
Solution Based Service
Balance Sheet Analysis Review the Stock Prices and other reports that pertain to loan loss reserves and capital, find the relationship stock price and capital One year goal, 16 month goal Where would the bank board and bank CEO like to see their bank be in 16 months? Create a economic game plan in place for execution and goal oriented towards production goals Review what OCC and other regulators would be reviewing

CH Capital Partners, LLC

Result
Reduce Concentrated CRE Improve Capital Ratio and earnings Premium Income Planning to impact on current quarter earning Income improves balance sheet, will allow you to finally sell off the non performing assets. Have a much smaller balance sheet Raise Non-Demand Deposit Operating Accounts Re-deploy the cash into working assets Earnings momentum drive the stock price higher

Challenges: Expressed By Industry Participants

Current level of non-performing assets Capital levels Liquidity & funding Reduced level of earnings Inability to service existing customers Take advantage of environment to convert desired prospects

Goals: Expressed by Many Bankers

Reduce current level of non-performing assets to deploy freed-up liquidity into earning assets (new loans, security purchases, etc.) Reduce loan concentrations, principally commercial real estate or diversify assets Improve capital levels to provide flexibility in executing strategic plans and reduce regulatory pressure Restructure the liability side of the balance sheet to reduce high cost borrowings, restrictive borrowings and, in general, lower cost of various funding sources Normalize ALLL (allowances for loan and lease losses) expense

How We Plan to Assist in Achieving Goals for Hanmi

Establish plan for SBA 7a and SBA 504 loan Current Comp Plan is (3% - 1% origination and 2% premium- negotiable) Deposit relationship goal replace the 15% piece or 25% piece
If we fulfill 50 million in SBA 504 FMPP loan, try to replace the depository relationship by 50% If we originate $50 million, try to bring $25 million in new capital

Reserve options for construction loan Establish a regional presence in the SBA 504 FMPP market Establish new sources of revenue stream from different clients Cross sell opportunity in business credit line, factoring and other financial services for diversification Become the premier bank in the Korean community CH Capital provides streamline goals for our partners to meet Hanmi Banks goals

Tools Available to Achieve Goals

Strategic alliances/partnerships established with:
Private Equity firms and Hedge Funds Institutional Investors and Mutual Funds Investment Banks Community Development Corporations Wealth Management service providers

Expertise in the following commercial loan programs:

SBA 504 FMPP Agent agreement for Korean Banks and Northwest Region SBA 504, 7(a) and all other SBA loan product enhancements FHA, HUD, Fannie Mae & Freddie Mac USDA rural development enhancement programs

Tools Available to Achieve Goals (Continued)

We possess expertise in:
New market tax credits Low income housing tax credits CMBS lending Loan pooling for partial or full sale/partial or non-recourse

Other capabilities include:

Interest rate hedging Mezzanine and subordination financing Bank owned life insurance (BOLI)

SBA 7a Business SBA 7a Premium

Options for SBA 7a Sell 75% and receive premium CH Capital assists to get the highest premium in the market place

SBA 7a Excess Servicing

Options for SBA 7a excess servicing model Sell the 75% of the loan, and receive excess servicing income of 2 to 1 for 2 points of premium, receive 1% of excess servicing. So if the highest premium is 12, the excess servicing maybe 6%. Hanmi sells the 75%: Hanmi receives gross rate on retained 25% and 75% of the sold loan, Hanmi receives 6%. Just an option for future increase in earnings and dependable annuity income for Hanmi bank and shareholders after expense. This will allow diversification of loans in different NAIC code and geographical regions for Hanmi Bank. Regulators like diversification

SBA 7a and SBA 504 FMPP

SBA 7a loan process
Total time to close an average SBA 7a loan 30 to 40 days & commission is twice the amount of a SBA 504 loan

SBA 504 loan process

Average SBA 504 loan takes around 90 to 120 days and commission is twice as less a SBA 7a loan 1. Origination by the bank gather information/wait for borrower to get the right information (3 weeks) 2. Get information to the CDCs (2 weeks) 3. CDC getting the LOI (1 week) 4. First Lien Lender LOI (2 weeks) 5. After receiving the LOI from the First Lien, wait for CDC to submit the loan for SBA loan number (1 week) 6. Finding Debenture for the SBA 504 debenture (2 weeks) 7. Waiting for the pooling rule ( 2 loans with one index ) 8. 45 days later close loan

SBA 7a and SBA 504 FMPP

Investment of $50 Million
SBA 7a
Will control only 25% of the total loan, with some servicing Total loan is $200 million Average loans of $1.8 million loan Minimal deposit relationship CH Capital will bring depository business to Hanmi Bank*

SBA 504 FMPP with CH Capital Partners LLC

Will control 50% of the total loan with some servicing income, really comes to 7.5% of the total project Total loan is $375 million Average loan of $5.5 million *High deposit relationship through bank sweep program with Wells Fargo or US Bank

Challenges for SBA 504 FMP Program

SBA FMP 504 program launched in Sept 2010 National press coverage $33.8 billion set aside for 2 years Program ends in Sept 2012 Total loans funded to date $180 million New rules for refinances has been issued CH Capital have complete understanding of the SBA 504 FMPP program for banks Banks can refinance their existing owner occupied loan that is not an SBA or any government loan, into a SBA 504 FMPP Loan

Current SBA 504 FMP Distribution

CDC s Territory

No national information clearinghouse. CDC s are working for the banks whom they service, but will not share information with other CDC s Top 20 CDC control most of the volume, information is not passed on.

Community Banks
Even though Bankers do not like SBA 504 FMP program, CEO s, CFO s and CCO support it because of the regulators

Loan Officers not incentivized to do SBA 504 loan program, but are for SBA 7A Loans. SBA 7A loan production easier for bankers. Greater compensated for loan production with less third party involvement. SBA 7A PLP can generate up to 12 to 12.5 points in premiums, with no brain damage from CDC, vs. more complicated SBA 504 Program sporting a higher learning curve and greater CDC and third party involvement. Both programs carry similar risk. The credit criteria for community banks are tough, they want to lower CRE concentrations, have borrower lower their leverage which will not qualify through SBA loans.

Borrower

Consumers are unaware of the differences between SBA 504 and SBA 7a loans, or that they have a choice. Generally, the interest rate changes and risk dangers of a variable SBA 7A loan have not been adequately explained.

Current SBA Loan Production Needs

SBA Loan is closed then need to wait until the debenture settles, Average 45 to 90 days (Non- Bank Lenders cannot afford to wait 90 days for the opportunity to Pool the loan and buy the 85%) and community banks, because of regulatory issues cannot hold capital that long, also depending on the deal, community banks have limited capital and lending limits, so many community banks cannot touch a deal the bigger deal need transitional capital

We need Bridge lenders to keep the whole markets liquid

After the SBA Debenture is closed, then we wait another 45 days because the Pool rule for loans in the same index, since there is no volume, we wait another 15 to 30 days or longer. Take an average community bank with 200 to 400 million in assets, Tier 1 Capital, CRE concentration, credit committee jitters, FDIC audits. Many banks do not want to learn something new, furthermore regulatory constraints will not allow community banks to lend

Finally after we close the loan, the process for secondary market is weak at best. There is only one bridge lender nationally, then there is only two non-bank lenders (currently selling to FIG Partners ) who do not have the capital to close the loans in volume, onesy or twosies at a time. Not enough to make a market . Zion's created this mess, Bank of the West died in wholesale, Community South has capital issues, Sterling in Texas is not coming back, GE does not want anything with it - exactly no possibility for volume. Except we are bringing a national REIT.

Current SBA FMP 504 Loan Volume Issues

Currently, only 4 to 5 loans per month per CDC No national originators to create the volume of loans No market leader in making a market for the bonds No premium incentives for non-bank lenders, as a result of a thinly traded market Limited availability of credit lines for bridge lending. Whoever brings this and can execute will be the market leaders Whoever can control the SBA 504 FMP volume nationally and delivers the loan pools will be the winner and will reap the most reward

SBA 504 Loans are Created, Not Originated

Example:
Hotel owner who is seeking $7.1 million dollars for a hotel construction to perm, has $14.7 million in Muni Bonds. Owner has a net-worth of $34 million, outside of $14.7 million. He exceeded the liquidity test, thus he was not approved. By understanding liquidity test, I was able to convince the client that by adding another project he would pass the liquidity test. However he still failed the aggregate $5 million SBA loan limit. Again, I found that the project passed the EPA 10% energy savings test, thus was exempt from the SBA loan limit. This allowed him to have as many SBA loans as he wants. This has resulted in an approval from CDC Resource Capital (see attached)

CH Capital Partners LLC

We have a stream line system to efficiently move through SBA 504 FMPP program
CH Capital Partners and all poolers have a network to push through the deal There are too many criteria per investors for bank BDOs to understand, also understand the sweet spot Review and approve FMPP program Software and technology is all aligned Shawn MacDonald, Co-CCO, and Chris Chu, Co-CCO, will work to funnel through the deal Out streamline is based on the CDCs, FMPP, investors and banks and nonbanks we work with

CH Capital Partners LLC Process

Application Intake Full Package Only

One Two Three Four

Do not waste time with incomplete files FMPP Approval CDC Approval Hanmi Credit Approval Condition of the loan Terms of the loan Deposit Banking Relationship goal Packaging 90 days of payment for closing Financial UCC Sweep prior to funding

CH Capital Partners LLC 45 day process goal

State 7 Package the loan

Stage 1 Client Interview

Stage 6 Review the rates

Stage 2 Integrated Underwriting

Stage 5 Third Party Order

Stage 3 FMPP & CDC Approval

Stage 4 LOI and FMPP Letter LOI from Hanmi Bank

CH Capital Partners Process

Eligibility Test
2 days at most after receiving the file Application and all CDC forms done through Adobe or Echosign

LOI from CDC

Deliver through Microsoft SharePoint a full package as the way the CDCs requested they like to see the document 2 days touch and go system

Third Party Orders

Title Appraisal Phase I 2 weeks at the latest

CH Capital Partners Process

1. LOI from first lien lender
Jordan approval for two programs, broker dealer approval for non-bank deals Non-bank lenders, we would issue out LOI after we process our own approval for FMP program guidelines 1 day after CDC send out the LOI

2. SBA loan number on its way

3 days average

3. After full package, CDCs work to get SBA loan number in 5 days at most 4. Find first lien lender commitment
5 days from full package can do ratio test, leverage test, stress test, all the items requested by banks but not by CDC

5. Final Close How we can get 30 to 50 days close no bank can do it better.

CH Capital Partners LLC

Jan Feb March April May June July August Sep Oct Nov Dec

CH Capital & Hanmi Establish relationship - FMPP Continues

2011
Earnings

Hanmi: $1.25
Earnings

EXAMPLE TEXT
Earnings Earnings Earnings

2011

Earnings

SBA 504 FMPP Ends

2012

CH Capital Partners LLC

S
Strengths

W
Weaknesses
No Leader Bankers are lost Too Many Regulations Lost in the process

O
Opportunities
Bridge Lenders Premium Model Excess Servicing Model Pooler Model

T
Threats
Market Figures out Lack of understanding Process Dont know who is who I Waste lots of time 15 months left

2011

15 Partners 500 Mortgage Bankers Distributions Experts

Strengths

Weaknesses
CRE concentration

Opportunities
Clean off all the loans Help other banks clean their balance sheet Increase Stock Price

Threats
Time Time Time 15 months

2012

Complete process Speed and Execution Dominate Market

Regulators Exit report Losing focus

CH Capital Partners Reach

Maine Washington Minnesota Montana Oregon Idaho Wyoming Iowa Nebraska Nevada Utah San Jose California Oklahoma Arizona Alaska Texas Louisiana Florida New Mexico Mississippi Alabama Georgia Arkansas Colorado Kansas Missouri Tennessee South Carolina Illinois Indiana Ohio North Dakota Michigan (upper penisula) Wisconsin South Dakota Vermont New Hampshire Massachusetts New York Michigan Pennsylvania West Virginia Rhode Island Connecticut New Jersey

Delaware Maryland Virginia

Kentucky North Carolina

CH Capital Hanmi Bank

Hawaii

500 Mortgage Banking Distribution

Current SBA Technology

This is our biggest time waster we lose about 60% of our day trying to reach some one or communicating to someone: we need something more

Only 1 communication system email

Document, are you seeing what I am seeing, this simple process is breaking the backs of the SBA 504 loan process, this simple problem is the excuses that the industry accepts as the norm

Mobile society cannot sit still and needs continual mobile communication

No one answers their phone anymore

Emails kill business productivity, it is being used as an excuse not to communicate to clients, but also use to deny ever receiving the document

Untimely Delivery of Documents (tax reports, third party reports)

No stream line process Lose documents through email, lose time trying to communicate

Nobody agrees on technology, excel spread sheet to underwrite, some use LMS, some use Fiserv, some use PFS 2000, so manually underwriting again, and then again, and then again

Current SBA technology No standardized software or document management system

CDC LMS (Resource Capital) used by 80% of all CDCs nationally and eDoc Lending are just a couple Banks primarily use Fiserv, PFSF 2000, Moodys and SBA has no preference

Excel spreadsheet
Major lenders such as Zions use self-created Excel sizers to analyze a loan, while most CDCs uses LMS and banks use Fiserv. This results in substantial time loss.

E-mails, e-mails, and e-mails

Only method of communicating losing documentation is a normal process

No e-signature, digital signature or other technology that is accepted as a standard.

A simple and clear way to get all documentation digitally for application, loan approval, loan closing documentation

CH Capital Partners LLC

Collaboration through Technology LMS which is the SBA 504 loan origination and document management system, but also have access to all PFCS 2000, SBA open, Fiserv, Moodys, T-Soft, and the list goes on. So if we run into a lender who uses certain software , we will give it to them their way. Microsoft SharePoint creates a proprietary system where all lenders (CDCs, banks, non- banks, third parties) are looking same items Giving CDCs what they want, giving banks what they want, giving borrower what they want Reduce time. Electronic signature. Most of time is wasted in document management, current markets choice is email. Most of the time, when e-mailing from one remote place to another, people can lose files, very easy to say I did not receive it. Electronic signatures on the SBA application and using Microsoft SharePoint to make sure the processor to the CCO of the CDC, and bankers from small to large all are looking at the same thing and same file. Our Microsoft SharePoint is created in a organized folder system with adobe as digital signature delivery system in which a booklet is created with ADOBE: CH Capital and all of our lenders have access to the database under secure logins.

CH Capital Partners LLC

Underwriting
Loan Management System All Spreads according to RMA standards Review all credit, UCC and business credit Project Cash Flow Analysis Global Cash Flow Analysis Peer Review Analytical Executive Summary Review Personal Resume Review Matching the underwriting of CDC and FMPP Guidelines

CH Capital Partners LLC

Due Diligence Service
Loan Management System Dunn & Brad Street Loan Rating Proprietary Loan Rating System SBA All data Review for default risk, early prepay risk, Deferment risk and late payment risk. Baker Hill Statement Analyzers Integrated credit risk models for SBA loans Portfolio Analytical Effective Rate of return and IRR values Interest rate hedges and risk assessment

CH Capital Partners LLC

SBA FMPP Packaging First Lien Lender Packaging (FDIC and OCC requirements) SBA 504 CDC Packaging
Package all items needed for guarantee to be in force Review with a SBA Certified Attorney the documents required for the guarantee by the Federal Government All of SBA Documents needed
Application Pre-Qualification Approval Documents Closing Documents Funding Documents

CH Capital Partners LLC

Servicing
Third party servicing for .55 to .65 basis points SBA SOP guidelines are specialized Business Partners manage over 3.5 Billion in serving SBA loans Tickler Reports and review All compliance reviews annually and quarterly Business partners have over $1.8 billion in the SBA loan servicing

Hanmi Financial Stock Analysis

Hanmi Stock break through would be 1.98 as a share price Earnings surprise always changes the technical MACD will turn positive Parabolic SAR is already set, need the momentum to change Bring more loans to the table through CH Capital to produce earnings Regional analyst invitations

Hanmi Financial Technical

Earning Surprise Short Squeeze

Moving Average Crossover

40 35 30 25 20 15 10 5 0
5/9/1997 5/9/1998 5/9/1999 5/9/2000 5/9/2001 5/9/2002 5/9/2003 5/9/2004 5/9/2005 5/9/2006 5/9/2007 5/9/2008 5/9/2009 5/9/2010

Relative Strength Index

40 35 30 25 20 15 10 5 0
5/9/1997 5/9/1998 5/9/1999 5/9/2000 5/9/2001 5/9/2002 5/9/2003 5/9/2004 5/9/2005 5/9/2006 5/9/2007 5/9/2008 5/9/2009 5/9/2010

Close

Close

EMA 100 Day MACD negative

Stochastic %D
40 35 30 25 20 15 10 5 0 40 35 30 25 20 15 10 5 0

Moving Average Convergence Divergence

Average Directional Movement

40 35 30 25 20 15 10 5 0

Close

Close

Close

Earnings Street .02 High Credit Quality

Parabolic SAR

Bollinger Bands
40 35 30 25 20 15 10 5 0
5/9/1997 5/9/1998 5/9/1999 5/9/2000 5/9/2001 5/9/2002 5/9/2003 5/9/2004 5/9/2005 5/9/2006 5/9/2007 5/9/2008 5/9/2009 5/9/2010

Strong volume Loans

45 40 35 30 25 20 15 10 5 0
5/9/1997 5/9/1998 5/9/1999 5/9/2000 5/9/2001 5/9/2002 5/9/2003 5/9/2004 5/9/2005 5/9/2006 5/9/2007 5/9/2008 5/9/2009 5/9/2010

Close

High Low

Hanmi Financial Holdings

FINANCIAL STRENGTH HAFC Industry Average Sector Average S&P 500

Quick Ratio (MRQ)

NA

NA

NA

NA

Current Ratio (MRQ)

NA

NA

2.01

1.79

LT Debt to Equity (MRQ)

49.67

202.51

181.82

41.00

Total Debt to Capital (MRQ) Return On Equity

137.15

391.03

310.52

51.11

-45.68

1.00

1.00

1.00

Return On Assets

-2.81

0.96

-29.67

8.84

Return On Invested Capital

-21.35

3.35

-5.45

14.18

Hanmis Last Quarterly Earnings

400

Revenue Potential

300

200 2006 2007 2008 100 Axis Title 2009 2010 2011 0 Revenue Loan Loss ProvisionNet Income EPS Dec. Price CH Cap 7a CH Cap Sba 504 Hanmi Revenue Est. FMPP 2012 2013 Expon. (2006) -100

-200

-300

Hanmi Quarterly Earnings

QTR(6/11) Average Estimate 0.01 QTR(9/11) 0.02 FY(12/11) 0.08 FY(12/12) 0.10

Number of Analysts

High Estimate Low Estimate Year Ago EPS Growth Rate

0.04 -0.02 -0.57 +101.75%

0.04 0.00 -0.12 +116.67%

0.15 0.00 -0.93 +108.06%

0.19 0.02 0.08 +40.00%

Hanmi Financial Holding

Bullish Stock After Earnings
Money Flow (MF) weak EMA 100 Strong Slow MACD Strong Fast MACD Weak First Barrier $2.50 Earnings of .26 cent a share Next Barrier $4.87 Break out barrier $9.76 Stock goes over $4.87, money managers jump in Russell Index rating

Hanmi Holdings Stock

2.50 break out price of EMA and Money Flow

Hanmi Financial Holdings

Executives
Joseph K. Rho Chairman Jay S. Yoo CEO (2013) Brian Cho CFO Jung Hak Son CCO Black Rock Mutual Funds 8,662,795 Joseph K. Rho 2,966,838 Joon Hyoung Lee 2,465,275

Share Information
52-Week Range: Market Capitalization: Common Shares Outstanding: Number of Institutional Shareholders: Shares Held By Institutions: % Held By Institutions: Dividend: N/A Dividend Yield: Last Stock Split Last Split Date: Book Value Per Share: EPS Estimate 2011: EPS Estimate : P/E on Estimate 2011: P/E on Estimate : Number of Analysts Rating on stock $0.86-2.80 $196 mil 151 mil 192 31 mil 20.66% N/A 2 for 1 2/16/2005 $1.14 $-0.10 N/A N/A N/A 2 1 hold, 1 no rating

Largest Shareholders

Thank You for Your Time

CH Capital Partners LLC
Headquarters: 19720 NW Tanasbourne Dr. Suite 330 Hillsboro OR 97124 Seattle Office Los Angeles Office Anchorage Office Lake Oswego Office Medford Office Eugene Office