April 2026 — Invest: spoke with Myron Rolle, pediatric neurosurgeon at Nemours Children’s Health, about his journey from professional football to medicine, his approach to patient care, and the role of neurosurgery in the community. “The organization shares my belief that medicine should extend beyond the hospital and into underserved communities,” Rolle said.

What led you to your current role, and how did your journey evolve from football to pediatric neurosurgery?

I played football my entire life, starting at 6 years of age, and I always felt that I could go far in that sport. I knew it had an expiration date, so my parents emphasized education and having a plan for what came next.

I was an All-American at Florida State University and went on to play in the NFL with the Tennessee Titans and Pittsburgh Steelers for three years. After that, I transitioned to medical school to pursue neurosurgery, which had long been a goal of mine. I was inspired early on by the book Gifted Hands by Ben Carson, which solidified my interest in the field, particularly pediatric neurosurgery.

What drew me to pediatric neurosurgery is the breadth of what you can do. You can treat brain tumors, vascular conditions, spinal deformities, and more, all within a very vulnerable patient population. After completing medical school at Florida State and residency at Harvard, I wanted to return to Florida to build both my career and my family life.

Nemours was a natural fit. The organization shares my belief that medicine should extend beyond the hospital and into underserved communities. That alignment made the decision very clear for me.

How does your “2%” philosophy apply to patient care and recovery?

The 2% philosophy comes from my time playing football at Florida State, where the focus was on improving incrementally every day. I’ve carried that into my professional and personal life.

In neurosurgery, recovery is rarely immediate. Patients, especially children, want to get back to normal life as quickly as possible, but the process takes time. I explain to families that this is a journey. We’re not sprinting to recovery; we’re progressing step by step.

That includes the surgery itself, post-operative care, rehabilitation, therapy, follow-up imaging, and ongoing treatment. Each stage represents incremental progress. This approach helps manage expectations and reassures families that we are committed to the long-term outcome, working alongside them every step of the way.

What drew you to focus on complex areas like cerebrovascular conditions and brain tumors?

I gravitated toward these areas because of their complexity and the level of challenge they present. Cerebrovascular conditions, such as arteriovenous malformations and aneurysms, are high-risk and require a high level of precision. Not everyone is drawn to that level of intensity, but I find it incredibly rewarding.

The same applies to brain tumors. These are life-altering diagnoses that often come unexpectedly. A child may present with relatively common symptoms, and then imaging reveals a serious condition that requires immediate intervention.

I value the opportunity to step in during those critical moments when families are at their most vulnerable. Being able to provide solutions in those situations is a responsibility I take seriously, and it is one of the most fulfilling aspects of my work.

How has your experience in professional sports shaped your approach to medicine?

Football taught me how to manage pressure. While the stakes are different, the ability to perform under scrutiny and in high-stress environments translates directly to medicine.

In sports, you learn to prepare thoroughly, focus in the moment, and rely on your training. That same mindset applies in the operating room. I focus on fundamentals, maintain composure, and block out distractions so I can address the problem effectively.

That foundation has been invaluable in helping me navigate the demands of neurosurgery.

What role should neurosurgeons play in the broader community?

Neurosurgeons have a unique platform, and I believe it is important to use that platform to engage with the community. There is often a perception that neurosurgery is distant or inaccessible, but we have an opportunity to bridge that gap.

My interests include pediatric gun safety, helmet safety, and mental health awareness, particularly in underserved communities. I also focus on issues like food security and nutrition, which play a critical role in early brain development.

When you enter these communities as a neurosurgeon, there is an immediate level of trust and attention. It is important to use that access to educate, advocate, and make a meaningful impact beyond clinical care.

What should families in Central Florida understand about pediatric neurosurgery at Nemours?

Families should know that we take a highly collaborative, team-based approach to care. We work closely with specialists across multiple disciplines to ensure that every aspect of a patient’s condition is addressed.

Our process is evidence-based and rooted in extensive training and experience. We review cases thoroughly, consult with colleagues, and use all available resources to determine the best course of action.

The focus is always on achieving the best possible outcome for the patient. It is not about individual recognition; it is about delivering results through teamwork and shared expertise. I am very proud to be part of an organization that operates with that mindset.

Want more? Read the Invest: Greater Orlando report.

April 2026 — In an interview with Invest:, Heather Fagan, pediatrician-in-chief at Nemours Children’s Hospital and chair of pediatrics for the combined Nemours Children’s Health and University of Central Florida College of Medicine, discussed the rapid growth of pediatric care infrastructure in Central Florida, the importance of innovation in academic-health partnerships, and the need to build a sustainable pipeline of pediatric specialists. “We are able to sort of move relatively rapidly because both of our teams are in that sort of growth phase,” she said, highlighting how the evolving partnership between Nemours and UCF enables flexibility and responsiveness to community needs.

What is your background and current role at Nemours?

I came to Nemours Children’s Health in 2014 from the University of Chicago, where I had been both a trainee and a faculty member for many years. I was recruited to help build the medical education infrastructure, which was the primary reason for coming.

My clinical background is in pediatric critical care, and that is the type of medicine I continue to practice. I’ve been at Nemours since August of 2014, so about 12 years now, during which we’ve seen incredible growth and change across the Central Florida region.

Currently, I serve as the pediatrician-in-chief of Nemours Children’s Hospital and the chair of the Department of Pediatrics for the combined Nemours Children’s Health and University of Central Florida College of Medicine.

How does the formalized UCF–Nemours Department of Pediatrics partnership differ from traditional hospital–medical school affiliations?

One of our greatest strengths is that both institutions are relatively new and still in a growth phase. That fosters a strong spirit of innovation. While we are bringing together healthcare and academic medicine, we are not bound by the same legacy structures seen in more traditional systems.

This gives us a unique opportunity to grow together, identify community needs, and build infrastructure collaboratively. It also allows for greater flexibility and faster adaptation compared to more established academic medical centers.

Because we are both evolving, there is an expectation that we will continue to change over one-, three-, five-, and even 10-year horizons. This enables us to respond quickly to clinical opportunities, research development, and population health challenges.

Additionally, this environment attracts high-caliber talent. Many physicians are drawn to the opportunity to build something new and address unmet needs in Florida, particularly given the size of the pediatric population and the historical gap in subspecialty care.

Ultimately, our shared mission is to ensure that every child in Florida has access to the same level of subspecialty care available anywhere else in the country.

How is Nemours aligning its footprint with Central Florida’s population growth?

Nemours has focused on meeting families where they live, work, and play. Rather than requiring patients to travel to a central hospital location, the goal is to extend subspecialty care into communities across the region.

As the population grows, especially in areas outside Greater Orlando, Nemours is expanding access to ensure care is available locally. While complex or inpatient care still takes place in Orlando, the broader strategy is to bring high-quality, specialized services into the community.

This approach reflects a commitment to accessibility and respect for families’ time and needs. It also aligns with Nemours’ broader mission across Florida, including expanding services into underserved areas and ensuring all children have access to care.

How are you training the next generation of innovative pediatric physicians, and how does the UCF partnership support that?

Nemours is deeply committed to developing the next generation of pediatric subspecialists. There is a national decline in medical students entering pediatrics, so early exposure is critical.

We work closely with UCF to integrate pediatric education early in the curriculum, providing mentorship and demonstrating the depth and impact of pediatric care. This helps counter misconceptions about the field and highlights both the professional fulfillment and clinical complexity involved.

We also focus on graduate medical education through residency and fellowship programs, which are essential for recruiting and retaining talent in Florida. Data shows that many physicians stay near where they complete their training, so building strong programs locally is key.

Additionally, trainees rotate through various Central Florida communities, helping them understand patient populations and encouraging long-term engagement in the region.

Nemours also plays a broader role by training residents from other specialties, such as emergency medicine and surgery, ensuring that physicians across the region are equipped to care for pediatric patients.

This comprehensive approach helps strengthen the pediatric workforce and supports Nemours’ mission to provide high-quality care to children across Florida.

Why is pediatric healthcare critical to Florida’s long-term success?

The long-term economic and social success of the state depends on healthy children. Pediatric care plays a crucial role in ensuring children grow into healthy, productive adults.

Factors such as early health, education readiness, and overall well-being directly influence graduation rates, workforce participation, and economic stability.

Pediatric healthcare systems are therefore not only supporting individual families but also contributing to the future strength of the state’s economy and workforce.

Want more? Read the Invest: Greater Orlando report.

April 2026 — In an interview with Invest:, John Lovejoy, chair of orthopedics at Nemours Children’s Health, discussed the landscape of pediatric orthopedic care, highlighting both the high volume of trauma-related cases and the growing importance of specialized, multidisciplinary treatment. “The highest volume that most pediatric orthopedic programs encounter is trauma and injuries,” Lovejoy said, noting that while fractures remain the most common cases, Nemours differentiates itself through its ability to deliver highly specialized and complex care across a range of conditions.

What is your background and current role at Nemours?

I’m an orthopedic surgeon by training who specializes in pediatric orthopedic care. That involves four years of medical school, five years of residency, followed by a one-year fellowship in pediatric orthopedics.

I’ve been in practice since 2007, and I’ve been with Nemours since 2014.

In my current role as chair of orthopedics, I oversee our sports medicine program, our physical medicine and rehabilitation program, and all of our therapy services. We have a very large department here in Orlando, and I oversee surgeons, physician assistants, trainees, residents, fellows, medical students, and our research efforts.

I’m originally from Florida and grew up just north of here in Jacksonville. I did my undergraduate studies at Duke University, medical school at the University of Florida, residency at Atlanta Medical Center, and my fellowship at Texas Scottish Rite Hospital for Children in Dallas.

What trends in pediatric orthopedic conditions or injuries are currently driving the most patient volume in Central Florida, and how has Nemours grown to meet that demand?

In terms of volume, the highest volume that most pediatric orthopedic programs encounter is trauma and injuries. Kids are going to be kids, so whether it’s low-energy injuries on the playground like elbow fractures or higher-energy events like motor vehicle accidents, that’s where a lot of the volume comes from.

Within pediatric orthopedics, there is also a lot of complexity in other areas, and that’s where Nemours really excels. We have specialty areas such as spinal deformity, limb deformity, complex foot and ankle, complex hip problems, and sports medicine.

So while we take care of more fractures than anything else, in terms of availability of services and providing highly specialized, complex care, we have more opportunities than most in our area.

How does Nemours’ whole-child health model influence long-term recovery for children in athletics, the arts, or with chronic conditions?

Orthopedics is often involved when the problem is more specific. We’re consulted to treat the acute injury and then help manage the recovery process until the patient has fully recovered.

Our department incorporates physical medicine, therapy services, and physiatry, or physical medicine and rehabilitation physicians. This is especially important for children with complex underlying conditions who need assistive devices like orthotics, wheelchairs, or braces. Having all of these components under one roof allows us to provide comprehensive care.

We also coordinate with other specialties. For example, when treating conditions like osteogenesis imperfecta, we work closely with endocrinology. Because we have multidisciplinary clinics, we can focus on the whole child’s needs.

We also work closely with families, especially when children have serious conditions like spinal deformities or cerebral palsy. We help them think long term—not just about the immediate issue, but what life will look like when the child is older. That includes planning for mobility challenges, assistive devices, and even home modifications. There are many components involved in helping these children and their families navigate complex conditions over time.

Where do you see the biggest clinical advantages emerging in pediatric orthopedics over the next five years?

We’re likely to see significant impacts from artificial intelligence. The ability to process large volumes of data is changing how we approach medical education, research, and outcome evaluation. In the next three to five years, this type of technology will probably have the largest impact.

We’re also seeing advancements in orthopedic implants, particularly bioabsorbable materials for children. These can dissolve over time, eliminating the need for removal and reducing long-term complications.

There’s also exciting progress in spinal cord injury treatment, including stimulation technologies and robotic systems that can help paralyzed patients walk.

Additionally, genetic therapies are evolving rapidly. Conditions like spinal muscular atrophy, which were once often terminal, now have treatments that have progressed from invasive injections to oral medications.

We’re also seeing innovation in identifying new uses for existing medications, with AI helping uncover beneficial effects that were previously considered side effects.

How are you helping prepare the next generation of orthopedic surgeons through your role in education?

We have a formal training program, as well as informal training when students are on service with us. My colleagues and I also teach at UCF, working with students in classrooms, dissection labs, and physical exam training.

Medical students can spend time with us in clinics and operating rooms, which helps them explore their career interests. We also have residency programs, including one in partnership with HCA and UCF, where residents spend time training with us to meet board certification requirements.

We offer a one-year fellowship in pediatric orthopedics, as well as a non-clinical research fellowship. Students also have access to our research department and resources to conduct studies.

When trainees are on service, they participate in conferences, give presentations, and engage in hands-on learning. We approach training from multiple angles to prepare them to become the next generation of surgeons.

Want more? Read the Invest: Greater Orlando report.

April 2026 — Invest: spoke with Martha McGill, president of the Central Florida region at Nemours Children’s Health, about expanding pediatric access, advancing research and training, and strengthening Florida’s position as a national leader in children’s healthcare. “Taking care of children isn’t part of what we do, it’s all we do,” McGill said, sharing Nemours Children’s mission to elevate care so that no child has to leave the state for treatment.

What key milestones and strategic developments have defined the past year for Nemours Children’s Health in Central Florida?

Nemours Children’s Hospital, Florida, is the only licensed specialty children’s hospital in Central Florida. That distinction matters because 100% of the decisions we make and 100% of the dollars we spend are dedicated to improving the well-being of a child. We care for some of the sickest and most complex children in the region, and we see ourselves as a premier civic asset, committed to this community in perpetuity.

One of our most significant milestones has been our continued commitment to growth and access. We are developing a 40,000-square-foot multispecialty clinic in Viera, just east of our hospital. This expansion will bring orthopedics, neurology, pulmonology, primary care, cardiology, and other specialties closer to families in that community. It is another example of our commitment to Florida’s children.

Florida continues to grow rapidly, with more than 1,000 people relocating to the state each day. There are approximately 4.4 million children statewide,yet Florida does not currently have a top-ranked children’s hospital. We are investing heavily in clinical care, teaching, and research so we can become that top-ranked children’s hospital for Florida’s children.

Today, too many of the sickest children must leave the state to receive the highest level of care. We believe Florida’s children deserve better, and we are building that capability here.

How is Nemours Children’s strengthening its role in education and workforce development?

Nemours Children’s Hospital, Florida, has officially and exclusively established the UCF College of Medicine — Nemours Children’s Health Department of Pediatrics in partnership with the University of Central Florida College of Medicine. We have trained its third- and fourth-year medical students since the school’s inception and will continue to grow alongside the university.

We also operate the Nemours Children’s pediatric residency and fellowship training program. By July 2026, we will have close to 80 residents and fellows. In 2025 alone, we welcomed more than 220 residents and fellows from external programs to enhance their expertise in caring for Florida’s children.

This work is essential given the national physician shortage. More than 50% of those we train remain in Orlando, and more than two-thirds stay in Florida. We are building the next generation of pediatric specialists who will serve this state for decades.

Nemours Children’s has earned national recognition across several specialties. What is driving that performance?

We currently have four programs ranked among the best in the nation by U.S. News & World Report: orthopedics, endocrinology and diabetes, pulmonology, and behavioral health.

Our orthopedics program is the highest-ranking pediatric orthopedics program in Central Florida. We have recruited exceptional talent, including Dr. Shawn Standard, a surgeon specializing in limb correction who attracts patients from around the world. His work transforms lives for children and families.

Behavioral health is another area of distinction. The need among children has grown dramatically, and we have invested accordingly. Our goal is to have all the specialties we offer  ranked among the nation’s best by U.S. News & World Report. We are investing strategically to achieve that.

You referenced the importance of statewide collaboration. Can you elaborate on that?

There are four licensed specialty children’s hospitals in Florida: Nemours Children’s Hospital, Florida, Nicklaus Children’s Hospital in Miami, Johns Hopkins All Children’s on the west coast, and Wolfson Children’s Hospital in Jacksonville, with whom we have a longstanding collaboration.

Together, we advocated for state support to elevate pediatric cancer care. We worked with state leaders, including Governor DeSantis and First Lady Casey DeSantis, to address that gap.

The result was a $7.5 million recurring allocation for each hospital, totaling $30 million annually for five years. Those funds are dedicated to improving cancer care across the state. A child with cancer should never have to leave Florida for treatment, and we are committed to ensuring that is no longer the reality for children and families.

How is Nemours Children’s addressing access and whole-child health beyond the hospital walls?

We operate more than 50 locations across Florida and partner with over a dozen hospitals. Our goal is to keep children close to home whenever possible, reserving hospital-based care for the most complex cases.

Our CEO Dr. R. Lawrence Moss has challenged us to think beyond medicine. Eighty percent of a child’s well-being is determined outside hospital walls. Through our Whole Child Health approach, we address kindergarten readiness, food insecurity, family resources and more.

Before discharge, we conduct food insecurity screenings. When needed, families leave with at least one week of food and follow-up support. We also partner with Ronald McDonald House Charities to ensure families traveling for care have housing and community support.

Investing in children strengthens every aspect of a state’s future.

How are preventive care and behavioral health shaping pediatric delivery models?

We have embedded behavioral health specialists directly into our primary care clinics. Families trust their pediatricians, and this model reduces stigma and improves access. Children can receive behavioral health support during a routine visit.

We also pioneered the Pediatric Acute Telemental Health (PATH) program, expanding access through telehealth. This model is both affordable and scalable. By intervening earlier, we are improving outcomes and reducing hospitalizations.

The demand for behavioral health professionals will continue to outpace supply nationally. Integrated and technology-enabled care models are essential to meeting that need.

How is technology advancing care delivery at Nemours Children’s?

We recently launched Advanced Care at Home, which enables patients who are medically ready to safely discharge from the hospital toreceive exceptional care in their homes, supported by remote monitoring, 24/7 clinical access and cutting-edge technology. We know that families often prefer home-based care when appropriately available. This model improves patient experience while maintaining high clinical standards.

How are rising healthcare costs and reimbursement challenges affecting pediatric systems?

Labor represents more than 60% of hospital operating costs, and competition for talent has intensified as Florida’s population grows and new facilities open.

Nemours Children’s Hospital, Florida, cares for a higher percentage of Medicaid patients than any hospital in Florida, not just children’s hospitals. Medicaid reimbursement does not fully cover the cost of care, but our mission is clear: We care for every child, regardless of the ability to pay.

We maintain close dialogue with state and federal leaders to advocate for sustainable pediatric funding. Children represent a significant share of Medicaid enrollees but receive a smaller portion of overall funding. Ensuring adequate resources for pediatric care is critical to the long-term health of our state.

Looking ahead, what are Nemours Children’s Health’s strategic priorities?

We will continue investing in clinical excellence, teaching, and research. In terms of National Institutes of Health funding, Nemours Children’s Health ranks among the top children’s hospitals nationally. Our goal is to move into the top 10.

In addition, transformational research is underway, including clinical trials exploring novel therapies in oncology and infectious disease. Our neurosciences program is now the most comprehensive program of its kind in Florida, and we are expanding epilepsy surgery and advanced cardiac services. Our cardiac programs have the best clinical outcomes in the state of Florida.

Across every specialty, our objective is consistent: to build the best programs in the nation so that no child in Florida ever has to leave the state for care. Taking care of children isn’t part of what we do, it’s all we do.

Want more? Read the Invest: Greater Orlando report.

April 2026 — Invest: spoke with Brady Lessard, Sanford’s economic development director, about the city’s role in Seminole County’s growth, its industrial and manufacturing momentum, and the opportunities created by redevelopment. “We have both the 150-year-old portion of Sanford, but we’ve got the new, up-and-coming, high-tech areas as well,” Lessard said.

What sectors are currently driving the most activity in Sanford, and how do they align with Seminole County’s long-term economic vision?

Right now, we are seeing incredible demand for manufacturing and light industrial warehouse space. That has been one of the strongest areas of activity, and we have a number of projects already moving forward. It is exciting because those projects bring clean, good-paying jobs and strengthen the tax base.

Retail is also a major story here. While people often question the future of retail, Sanford is seeing the redevelopment of Seminole Town Center Mall, which is becoming the largest commercial property redevelopment into a retail project in Seminole County’s history. Of course, this is Florida, so there is always demand for residential as well, but the two areas I would emphasize most are manufacturing and industrial growth, along with retail redevelopment.

One important distinction is that Sanford is not just seeing new development. We are a very old city, so much of our activity is redevelopment. That sets us apart from some other areas in Seminole County. We have the opportunity to build on a historic foundation while also positioning ourselves for economic growth.

How is Sanford balancing its historic character while becoming a forward-looking logistics and employment hub?

That balance is central to who we are. Our downtown is predominantly our historic district, so there are architectural guidelines and programs in place to make sure we preserve and celebrate that history. That part of Sanford is a core part of our identity.

But out toward the airport and our industrial parks, we are seeing high-tech manufacturing and more advanced industries take shape. That is where a lot of the cutting-edge activity is happening. So, in a very real way, Sanford operates in two worlds at once. We have both the 150-year-old portion of Sanford, but we’ve got the new, up-and-coming, high-tech areas as well.

That dual identity is one of our strengths. It allows us to honor our roots while continuing to grow in ways that make sense for today’s economy.

What advantages does Sanford offer in terms of connectivity and transportation access for businesses and investors?

Sanford is uniquely positioned because we truly have a full range of transportation assets. We have air, rail and highway access, and we also have a major river running through the state, which adds an additional dimension from a tourism and recreation standpoint.

Our airport is a major advantage. It is successful not only on the passenger side, but on the cargo side as well. That matters for businesses that depend on efficient logistics and distribution. We also have a very successful rail system, and our highway infrastructure connects Sanford to the broader region in a meaningful way.

A lot of the regional transportation systems come together here in the Sanford area, so businesses benefit from that connectivity. When you combine those assets with the city’s location in the greater Orlando metro, it creates a compelling environment for investment, particularly for industrial and logistics-related uses.

How have infrastructure upgrades supported Sanford’s development and business recruitment efforts?

Infrastructure has been a major focus for us, especially because of Sanford’s age. Unlike some newer communities, we have infrastructure that in some cases is 100 to 150 years old. That presents challenges, but it also means we have had to be very intentional about investment.

There are countless public works projects underway involving water, sewer and roads. Because Sanford has experienced significant growth, we have the funds to keep moving those projects forward. That is making a real difference for the development community, which understands how important reliable infrastructure is to long-term success.

The temporary inconvenience that comes with construction is more than worth it. These are foundational investments that will serve the city well for decades to come and support not just development activity, but also residents’ quality of life.

How does Sanford compete as a place to live, work and play within the greater Orlando region?

Sanford benefits from being just north of the greater Orlando area while still being very much part of that metro region. One of our biggest advantages is affordability. Housing here tends to be more affordable than in the downtown Orlando corridors, which makes Sanford especially attractive to young families, young professionals and working residents.

Beyond housing, the quality-of-life assets here are strong. The schools have an A rating, the park system is phenomenal across Seminole County and in Sanford, and we offer opportunities that simply do not exist in other parts of the region. That combination matters when people are deciding where to put down roots.

Sanford is a place where people can realistically live, work and play. That phrase gets used often, but in our case it reflects something tangible, being a community with strong amenities, access to jobs, a historic downtown, recreation and a more attainable cost of living.

How are redevelopment and adaptive reuse helping define new opportunities in Sanford?

Redevelopment is a major part of Sanford’s identity and one of the areas where we see enormous opportunity. Because of our historic roots, we celebrate redevelopment rather than relying only on greenfield development. We certainly welcome both, but there is something special about taking existing buildings and giving them a new purpose.

Right now, I am looking at opportunities involving a courthouse, a former hospital and another school building, all of which have served their original purpose for decades but have become obsolete for those uses. We are exploring ways to repurpose them into residential uses and other community-serving functions.

In one case, we are even considering the possibility of a satellite college campus. Those kinds of projects create economic value, but also educational and community value. Adaptive reuse allows us to preserve the physical character of the city while addressing current needs such as housing, learning opportunities, and neighborhood revitalization.

That mindset is part of what makes Sanford distinct. Instead of just growing outward, we are reimagining what already exists and finding ways to make it relevant for the future.

What is next for Sanford as it contributes to Seminole County’s growth in the region and state?

The most promising area for Sanford’s is the continued expansion of its industrial and manufacturing base. We already have companies manufacturing pharmaceuticals here, and many people do not realize the level of activity taking place in our industrial and manufacturing parks.

These projects matter because they bring very good-paying jobs, often well above the regional average. They also strengthen the tax base and bring capital into the city, which helps support infrastructure, parks, trails and educational assets. Over the next 18 months, we will see another million square feet of warehouse space opening, and that is going to have a meaningful impact.

This is especially important when we think about talent retention. The Orlando region has tremendous educational assets, including the University of Central Florida, which produces a large number of engineering graduates. We want to keep those young people here in the communities where they grew up rather than losing them to other markets such as Texas or the Space Coast.

Our goal is to create the kind of opportunities that allow homegrown talent to stay, build careers and contribute to the region’s future. When you combine that focus on jobs with Sanford’s infrastructure investments, redevelopment strategy and quality of life, the city is in a strong position to help lead growth for Seminole County and the greater Orlando region.

Want more? Read the Invest: Greater Orlando report.

April 2026 — With companies choosing Lake Mary over a competitive field, Director of Economic Development and Parks and Recreation Bryan Nipe shared with Invest: how the city’s strategic location makes it a hub for corporate, technology, and healthcare investment. “That connectivity combined with our quality of life continues to attract both companies and families looking to invest in Central Florida,” said Nipe.

How would you characterize the past year for the City of Lake Mary, and how does that reflect the broader momentum we are seeing across Seminole County? 

First, thank you for highlighting Lake Mary and the broader Seminole County community in Invest. Over the past year, we have been encouraged to see many of our corporate headquarters return to full in-person operations, with parking lots once again reflecting a strong workforce presence. This renewed activity is a positive indicator of business confidence and economic momentum across the region.

We are also seeing continued demand within our high-tech medical corridor, where previously vacant lease spaces are being absorbed and new tenants are locating in Lake Mary. In addition, the city is experiencing new construction in medical office and healthcare-related facilities, driven in part by the continued expansion of our regional healthcare partners with a significant footprint in Lake Mary, including Orlando Health and AdventHealth.

These trends reinforce Lake Mary’s position as a strategic hub for corporate, technology, and healthcare investment within Seminole County and Central Florida.

How important is Lake Mary’s location within Seminole County in attracting both employers and residents?

Lake Mary’s location within Seminole County is a major driver of our success. We sit in the heart of the I-4 corridor intersecting with the Wekiva Parkway/417 with access to a highly skilled workforce, major employers, and world-class healthcare partners. That connectivity combined with our quality of life continues to attract both companies and families looking to invest in Central Florida.

With continued population growth across Central Florida, how are business attraction and quality-of-life investments working together to support sustainable growth in Lake Mary?

As our City grows from private investment, we too are investing in infrastructure to support this growth now and in the future. This includes not only transportation, but enhanced trails, new parks and beautification of our downtown.

Downtown Lake Mary has recently undergone streetscape improvements, parking enhancements, and new recreational amenities such as pickleball courts. How do these investments strengthen the city’s appeal to both residents and businesses?

With a renewed focus on Downtown District over the past five years, we have worked to create a true sense of place where people gather for events, shop, dine, and enjoy a vibrant, walkable, family-friendly environment. This growing downtown energy complements areas such as International Parkway/Uptown District, which already offer well-established, high-end corporate and hospitality experiences. Together, these districts strengthen Lake Mary’s overall appeal for both residents and businesses.

What trends are you seeing in corporate relocation, healthcare expansion, and professional services growth within Lake Mary’s business community?

Healthcare continues to be the most prominent area of industry expansion in Lake Mary, but we are also seeing growth across several other sectors. For example, Snedaker Law, a long-standing firm in our Downtown District, recently relocated their practice while remaining in Lake Mary by investing in a new standalone building. Another strong example is Terracon Engineering, which employs hundreds of professionals and will be relocating its operations from Winter Park to Lake Mary once new flex-space buildings in the high-tech medical corridor along Rinehart Road are completed by local developer Chesterfield. These types of investments demonstrate the continued confidence businesses have in Lake Mary as a place to grow and invest.

How does healthcare development contribute to Lake Mary’s long-term economic strategy?

Absolutely! So much so, nearly two miles along Rinehart Road is almost completely dedicated to the industry and is positively affecting a wide radius of growth in the surrounding community.

Looking ahead, how do you see Lake Mary contributing to Seminole County’s economic leadership within Greater Orlando over the next three to five years?

As medical office development continues to expand, we anticipate renewed interest in Lake Mary’s manufacturing sector, particularly in areas such as technology, aerospace, energy, and medical technologies. Combined with continued interest from companies considering corporate relocation, these trends position Lake Mary for strong economic momentum in the years ahead.

Lake Mary is proud to play a leadership role in economic development across Central Florida. By working collaboratively with our partners at Seminole County and the Orlando Economic Partnership, we believe the future remains very bright for our community and the region.

Want more? Read the Invest: Greater Orlando report.

April 2026 — In an interview with Invest:, Kevin Sweet, city manager of Winter Springs, shared how the city is navigating leadership transitions, infrastructure investment, and long-term planning as it positions itself for sustainable growth. “There are some great opportunities for folks who want to invest here, move here, relocate here, and live here,” Sweet said.

What changes have you seen in municipal leadership or community expectations over the past year, and how are those influencing your approach in Winter Springs?

Over the past year, we’ve seen significant changes in leadership and expectations. I actually hit my 12-month milestone in December. I’ve been able to come into the community, evaluate where we are, and assess our organizational needs. 

Just before I started, in November 2024, Winter Springs had an election that resulted in three out of five commissioner seats turning over. When you’re talking about a five-member commission, that’s a substantial shift. As city manager, I function as the chief executive officer, but the policy direction of the community comes from our elected officials. When leadership changes at that level, priorities and focus naturally evolve.

Operationally, the past year has been about identifying gaps, strengthening leadership, and ensuring we’re delivering strong customer service. We’ve had some director-level leadership changes, staffing adjustments, and internal reorganization. Overall, those changes have put us in a better position today than where we were a year ago.

We also have a very engaged resident base with high expectations, and our responsibility is to deliver on those expectations while remaining balanced and transparent.

What have you learned about the needs of the community since you started?

A lot of that insight has come through our comprehensive plan update. The plan serves as a blueprint for where the city wants to be over the next decade, and it’s been a valuable tool for gathering resident input through public forums, conversations, and events.

Those discussions extend beyond economic development. They include quality-of-life priorities like parks, recreation, community amenities, and the overall character of the city. While schools fall under the Seminole County School Board, they’re still part of the broader ecosystem that influences why people choose to live and work here.

One consistent theme we’ve heard, and this isn’t unique to Winter Springs, is how much the post-COVID environment has shifted expectations. We can build multifamily projects all day, but that’s not necessarily what residents want. Increased residential density without the right balance can add traffic and strain services.

Winter Springs is predominantly residential. We’re roughly 90% residential and less than 10% commercial. A major goal for me is diversification. Strengthening our commercial base allows us to spread the tax burden more evenly and create a more complete city where people can live, work, and access services locally.

Residents are also focused on smart development. They want growth that fits the community, particularly thoughtful infill in existing commercial areas. On the west side of the city, there are older areas that are well positioned for reinvestment, while the east side reflects newer development. Our objective is to avoid having two different visions for Winter Springs and instead create a cohesive, balanced city.

What infrastructure priorities are critical to supporting that vision?

Our most significant infrastructure priority is utilities, especially wastewater. The city operates its own water, wastewater, and reclaimed water systems, and when I came into this role, understanding the condition of those assets was a top priority. We are actively moving forward with new wastewater treatment facilities. We’ve engaged a design engineer and a construction manager at risk, and we’re about % through the design phase for our east plant, which serves the eastern portion of the city. That project alone represents an investment of roughly $80 million. At the same time, we’re preparing to begin the design process for the west plant.

Together, these projects represent about a five-year plan. The east plant should be completed in roughly three years, and within five years we expect to have both facilities fully operational. In total, we’re looking at more than $160 million in wastewater infrastructure investment.

That level of investment is uncommon in local government. Many communities never have the opportunity to build a new wastewater treatment facility, and Winter Springs is pursuing two. These facilities are well past their useful life, and modernizing them is essential to supporting commercial growth and long-term resilience.

Where do you see the greatest opportunity for innovation within city operations?

There’s significant opportunity in practical technology adoption, particularly when it comes to artificial intelligence. I’ve been involved in the local government AI space and believe strongly in using these tools where they make sense.

One initiative we’re rolling out involves an AI-driven platform through Polymorphic, starting with our city website. Residents can access information outside of normal business hours, whether it’s a simple question or something more detailed related to permitting or city services.

The goal isn’t to replace staff. It’s to make them more efficient so they’re not spending their time answering repetitive questions and can focus on higher-value work.

We’re also participating in AGIL, an innovation lab based in Altamonte Springs, alongside all seven cities in Seminole County. That collaboration allows us to explore new technologies collectively, share insights, and benefit from greater buying power. We expect to see continued innovation in areas like permitting, plan review, and internal workflows where technology can reduce time-intensive manual processes.

What challenges is the city facing as it continues to grow?

Traffic is one of the most immediate challenges. Winter Springs is well located, with access to State Road 417 and proximity to I-4 and the broader Orlando corridor. That accessibility attracts residents and businesses, but it also brings congestion as Central Florida continues to grow.

State Road 434 is our main corridor, and increased activity there directly affects quality of life. We’re also seeing new commercial development in our town center, including retail, dining, and residential projects. While that interest is positive from an economic development standpoint, it increases pressure on infrastructure and traffic management.

Funding is another challenge. We’re working to maintain service levels without increasing the millage rate, even as costs rise. Homeowners insurance and cost-of-living increases affect residents directly, and those realities shape how we approach budgeting.

There are also statewide discussions around eliminating property taxes, which fund a large portion of municipal operations. Even if those changes don’t happen immediately, we have to think proactively about financial resilience and how services would be sustained.

As you look ahead, what opportunities stand out most for Winter Springs?

There are meaningful opportunities for commercial development on both the east and west sides of the city, including several hundred acres that could support professional office, medical, light industrial, and specialty retail uses. One of those sites is located right off 417, making it particularly attractive for regional employers.

We’re working closely with the Orlando Economic Partnership to market these opportunities and attract the right kind of investment. Being open to zoning reconsideration and land-use flexibility is an important part of that process.

Time matters to investors. Streamlined permitting and responsiveness are critical, and we’re focused on reducing barriers while maintaining standards and aligning with the community’s long-term vision.

Ultimately, Winter Springs offers strong connectivity to the greater Orlando region, a high quality of life, and room for thoughtful growth. There are some great opportunities for folks who want to invest here, move here, relocate here, and live here.

Want more? Read the Invest: Greater Orlando report.

April 2026 — In an interview with Invest:, Sean Parks, county commissioner of Lake County, spoke about managing rapid growth while protecting natural resources, expanding infrastructure, and building job centers closer to home. “Quality of life has to be front and center,” Parks said.

Over the past year, what have been some of the most significant milestones or policy initiatives moving Lake County forward?

Lake County has had a very active year, largely because we continue to be one of the fastest-growing counties in Florida and we’re part of the broader Central Florida community. We’re seeing new residents from the Northeast and Midwest, but increasingly we’re also seeing people moving from other parts of Florida into Lake County. Alongside that, we’re seeing a growing international population, both people investing here and people choosing to live here.

Tourism has also been climbing. In the past, Lake County might have been more of a day-trip destination, but now we’re seeing visitors spend multiple days here. People fly into Orlando International and want something different from the typical visitor experience. They want our natural environment, our hills, our lakes, and the outdoor recreation we emphasize. That is a meaningful shift, and it’s helping Lake County tell a more distinct story in the region.

Our population is now around 435,000, and when you grow quickly, you feel it in very real ways. People notice it in traffic congestion, in road capacity, and in the basic pace of service demand. So a lot of our policy work has centered on managing growth and figuring out how to fund and deliver the infrastructure our residents expect, especially transportation.

Another major initiative has been our conservation work. We have a bond referendum that passed with about 80% of the vote, and it will provide $50 million to buy natural lands. That can mean land that protects water resources, supports preservation, strengthens habitat, or connects to our trail system. It is a major investment in what makes Lake County special, and it’s moving into the next phase where we will begin acquiring properties and delivering visible results.

Finally, we are updating our comprehensive plan for the whole county. That process is tied to our 2050 comprehensive plan, and we’ve been holding workshops around the county to hear directly from residents about what they want Lake County to look like long term. Participation has been strong across different communities, and that level of engagement matters because these decisions shape land use, infrastructure, and quality of life for decades.

How have you seen the needs of residents and new businesses change over time?

One thing I’m trying to make clear is that Lake County is more than retirement communities. There’s nothing wrong with being a great place to retire, but we also want to be a great place for families, entrepreneurs, and younger professionals to build their lives. That means creating the right culture and the right policies for where people are today.

Quality of life is one of the biggest drivers. For many people, the decision isn’t just about the highest salary. It’s about where they live, how they live, and what they can access outside of work. That is why I say quality of life has to be front and center, if we want to attract and keep entrepreneurs and working families. Our outdoor assets, conservation priorities, and trail network all support that.

Transportation is a major part of the equation, too. As more people move here, traffic and connectivity become more challenging, and residents feel it immediately. That puts pressure on us to expand capacity in some areas, improve key corridors, and make smart decisions about how we fund transportation long term.

Housing is another need. Affordable housing is a real issue, especially for people earlier in their careers who are trying to buy a home or even find rent they can sustain. We’ve been looking at ways to support a wider range of housing options, including approaches like higher-density development in appropriate areas, particularly closer to some of our city centers. The goal is to expand supply and keep Lake County accessible for the people we want to retain and attract.

Workforce development is also essential, especially if our goal is to create more high-wage jobs locally so residents don’t have to commute an hour or two each way. We work closely with partners across the county and region, including Lake Economic Area Development, our public-private partnership, often referred to as LEAD. We also collaborate with CareerSource, which is a strong partner in training, placement, and helping employers connect with talent. We have CareerSource operations in the county, and they work alongside local education and training providers to support different career paths, including technical training through Lake Tech and other programs connected to the state college system.

A major workforce moment this past year was the Kroger Ocado closure, which happened with very short notice. It was a difficult situation for displaced workers, and we treated the response with the urgency of a natural disaster. CareerSource stepped in quickly to support placement and help people find their next opportunity. We’ve also invested dollars to strengthen training and placement capacity going forward, because we want residents to know that if they choose Lake County, there are pathways to skills development and employment, not just a place to live.

How is Lake County looking at technology to improve operations to make public service delivery more efficient?

We look at technology from two angles: public safety and overall competitiveness. As population increases, service demand rises, and we need systems that can keep up and remain reliable.

On the public safety side, communications infrastructure is a priority. We are planning updates to aging equipment and improving how agencies communicate across jurisdictions so response is more coordinated and effective. With public safety, reliability is everything, so we also evaluate what infrastructure and coverage are needed to support those upgrades.

From an economic and resident standpoint, broadband and fiber connectivity is one of the most important building blocks. We’ve been working to encourage providers to expand fiber deployment across the county, and residents can see that work happening in right-of-ways and neighborhoods. For some areas, it’s a significant modernization from older systems.

That connectivity matters for business growth, remote work, education, and everyday access to services. It also matters across income levels. If we want Lake County to be competitive and inclusive, we need modern connectivity to reach the full community, not just certain pockets.

Looking toward the next three to five years, what do you consider to be the top priorities for Lake County to tackle?

It’s hard to narrow it down, but I’ll focus on three that I believe are central. The first is conservation and water resource protection. We need to preserve sensitive lands, protect the resources that make Lake County unique, and make sure the public sees measurable, transparent progress. Conservation also connects to our broader vision of being a connected community, including expanding and linking trails so people can move through Lake County in ways that support recreation and quality of life.

Transparency will be important here. When you’re investing public dollars into preservation, residents need to trust the process and trust that the outcomes match the intent. People want to see that it’s working and that decisions are being made responsibly and fairly.

The second priority is roads and transportation. We have to close gaps, keep up with demand, and make tough decisions about funding. That could involve changes in how transportation revenue is structured or new approaches to funding improvements, but the core point is that we can’t grow and keep quality of life strong without addressing mobility. We also have to watch how broader policy discussions, including property tax conversations at the state level, can affect local funding capacity.

The third priority is economic prosperity and creating job centers locally, including doing development the right way. Wellness Way is a major part of that long-term story. The goal is to build a high-quality community that respects people, places, and the environment together, rather than putting one priority ahead of everything else. That means planning for the right mix of uses, supporting a range of housing options, and keeping connectivity and trails in the design from the start.

Infrastructure plays a role here, too. Projects like State Road 516, which connects U.S. 27 and State Road 429 through the Wellness Way area, represent major investment and can support future job creation. We also want Lake County’s growth sectors to reflect our strengths. Agrotechnology is one of those, because our roots are deeply agricultural, and we see opportunity in innovation that builds on that base.

Our focus over the next three to five years is to manage growth intentionally: protect what makes Lake County special, improve infrastructure so residents can move and live more efficiently, and expand economic opportunity so more people can live and work locally, with quality of life staying at the center of the strategy.

Want more? Read the Invest: Greater Orlando report.

April 2026 — Invest: sat down with Luis Nieves-Ruiz, director of economic development at the East Central Florida Regional Planning Council, to discuss how growth pressures, infrastructure costs, and shifting funding dynamics are influencing Greater Orlando’s economic trajectory. “We need an honest conversation about how to fund public transit locally,” Nieves-Ruiz said.

What shifts have most shaped regional planning and economic development across Greater Orlando over the past year?

A few major forces are shaping the region at the same time, and together they are changing how we think about planning and competitiveness. One is the continued rise of aerospace and defense activity along the Space Coast, and how that spills into the broader regional economy. We recently completed an economic development strategic plan for the city of Titusville, and as part of that work we hosted focus groups with major employers, including Blue Origin, Lockheed Martin, and Boeing. A clear theme from those conversations was talent. These companies are expanding, and they are competing for skilled workers across a range of technical roles.

There is still strong momentum around satellite launches and payload activity, and that market has continued moving. That concentration is primarily coastal, but it has implications for the Central Florida core because it influences workforce demand, supplier networks, and the region’s overall technology identity.

Tourism has also been a stabilizing force, and in some ways it is strengthening again. Orlando’s baseline is unusually resilient because the region can consistently attract tens of millions of visitors from outside Florida. 

When we look at the International Drive area, we focus on Universal, SeaWorld, and the surrounding ecosystem rather than Disney. In that area, estimates are nearing $8 billion in tourist expenditures. That level of spending matters because it does not stop at theme parks and hotels. Tourism drives an ecosystem of vendors and service providers that benefit from a steady stream of demand.

Entrepreneurship is another area where the region has remained strong. Orlando has built a broad support system with organizations that help startups form, grow, and survive. The National Entrepreneur Center, UCF, and groups like Prospera play important roles in building that pipeline. That work has long-term impact, because it helps diversify the economy beyond the largest legacy sectors.

Transportation is another topic that has gained urgency. There has been road investment, but the more consequential conversations are increasingly about public transit and regional connectivity. The Sunshine Corridor discussion is a good example, because it is about connecting SunRail to Orlando International Airport, the Convention Center, and the International Drive area. If that can be executed effectively, it would help the region move people more efficiently, reduce friction for employers, and support long-term growth patterns.

If broader conditions do not shift dramatically, the region is positioned to remain competitive. But the bigger message is that we cannot treat momentum as automatic. We still have to make intentional choices, particularly around infrastructure and affordability, because those factors determine whether growth remains sustainable.

How is population growth accelerating infrastructure, housing, and public service needs across the region?

The pressure is very real, and it shows up first in mobility and affordability. Congestion levels continue to increase, and residents in some parts of the region can lose 80 to 100 hours a year simply sitting in traffic. I work in downtown Orlando, and I can see I-4 from my office. We spent close to $7 billion on the I-4 redevelopment effort, and it is still striking to watch bottlenecks persist around downtown.

A major issue is that Orlando does not have enough east-west alternatives. Rail is primarily north-south. SunRail works well for some commuters, and it works well for me, but many residents living in high-growth areas on the east and west sides do not have comparable options. That is one reason public transportation is so important. It is not about taking away choices. It is about creating choices. The better options we provide, the more we reduce pressure on roads and improve workforce access to jobs.

Housing is the other major challenge. There are many factors outside local control, including state-level policies that shape what local governments can do. At the employer level, we have seen wages rise in part because workers need higher pay just to afford rent. When rent is consistently in the range of $1,300 to $1,900 a month, that creates stress for younger workers and for households that are early in their careers.

Infrastructure costs have also risen sharply. Even beyond roads, the broader construction environment has become more expensive. Materials pricing, tariffs, and supply factors have driven costs up to the point that projects can cost double or even triple what they would have cost in prior years. That creates major pressure on local governments because financing a project becomes far more difficult even when the need is obvious.

What recent initiatives or partnerships best demonstrate the Council’s impact across the region?

One of our core roles is convening. Our council board meets regularly and includes elected officials representing each county, plus additional representation from cities. When we bring that group together, we create space for leaders to share what is happening locally, what they are focused on, and what they are concerned about. That exchange is valuable because it allows best practices to move across county lines, and it helps leaders understand how their decisions connect to the broader regional picture.

We also lead a long-term regional planning effort through a partnership tied to the U.S. Economic Development Administration. That work includes the comprehensive economic development strategy process, and it requires collaboration across multiple sectors. We look at industry clustering, housing, land use, and other factors that shape regional competitiveness. We are updating how we structure that work to ensure we are bringing in as many perspectives as possible.

One thing I am proud of is that we are a small agency but we use resources efficiently. Over time, we have built programs that have gained national recognition, including work in health and food systems, as well as the newer brownfields efforts. The scale of the organization is not the main story. The main story is how much impact you can generate when you convene the right stakeholders and keep the focus on implementation.

Looking ahead three to five years, what do you see as the top priorities for the region?

Transportation is the first priority, and it is not close. We need an honest conversation about how to fund public transit locally. The biggest barrier right now is that there is not a dedicated, stable funding source for public transportation. Orange County’s penny sales tax referendum concept was aimed at creating that type of consistent funding stream. Those conversations are difficult, but they are necessary, because the region’s mobility challenges are not going to solve themselves.

A second priority is fiscal resilience in the context of changing federal dynamics. We have seen significant federal investment flow into the region in recent years, and that has supported large initiatives tied to innovation and industrial development. There is real value in that, but it also creates a question: what happens if those funding streams change or slow down? We need to ensure we build durable assets and systems while the support exists. That means being strategic, moving from funding announcements to implementation, and ensuring investments translate into long-term capacity.

A third priority is inclusive economic development, particularly around entrepreneurship and workforce participation. Orlando has a strong entrepreneurship support system, but we need to make sure it reaches more of the population. Orange County is majority-minority, and neighboring counties have similar dynamics. When you compare economic outcomes for many minority communities against the regional average, the gaps remain. That is not only an equity issue. It is a competitiveness issue, because the region’s future depends on how effectively we develop talent, support business creation, and build pathways to economic mobility.

We also need to pay attention to barriers that keep people out of the workforce. Childcare is a clear example. Reliable childcare access has become a major issue, and it affects workforce participation even when jobs are available. Employers may be able to offer strong wages and training, but without childcare, some households cannot take advantage of those opportunities. At the same time, childcare providers face pressures that can lead to closures, which compounds the problem.

The common thread across these priorities is that the region cannot rely only on past momentum. Growth creates opportunity, but it also creates pressure. Transportation, funding stability, and inclusive systems will determine whether Greater Orlando’s next phase of growth remains sustainable and broadly shared.

Want more? Read the Invest: Greater Orlando report.

April 2026 — Invest: spoke with Randy Knight, city manager of the city of Winter Park, about managing redevelopment in a fully built-out community while advancing infrastructure and cultural investment. “Winter Park remains a vibrant part of the Greater Orlando area, and the residential market continues to be strong,” Knight said.

How would you characterize the economic momentum in Winter Park, and what major milestones are you most proud of?

Winter Park remains a vibrant part of the Greater Orlando area, and the residential market continues to be strong. Because we are a built-out community, we do not have new subdivisions or large undeveloped commercial areas coming online, so most activity is redevelopment.

Over the past year, we have seen some commercial redevelopment slow, although we do have a new Class A office building coming online, and there is continued demand for high-quality office space. Residential redevelopment, however, is extremely strong, with older homes being replaced by new construction as buyers continue to see Winter Park as a desirable place to live.

A major milestone for us has been celebrating 20 years of owning and operating our electric utility. We took it over in 2005 from what was then Progress Energy, now Duke Energy. One of our long-term goals has been placing power lines underground, and we are now a little over 83% underground. That work has reduced outages during hurricane season and improved reliability for residents and businesses.

As Central Florida continues to grow, how is that growth impacting a fully built-out community like Winter Park?

Growth creates real pressure on a city like Winter Park, particularly because we sit just north of Orlando. A large share of our traffic is regional through traffic from people commuting to downtown Orlando from Seminole County or East Orange County, and those patterns affect daily mobility and quality of life.

The good news is that we have seen stronger coordination among regional partners in recent years. MetroPlan Orlando helps keep jurisdictions aligned on transportation priorities, and FDOT District 5 has been responsive when communities need to work together on roadway improvements, signal timing, and broader mobility initiatives.

What do you consider to be the most pressing infrastructure and service needs facing the city today?

For a mature, built-out community, one of our biggest challenges is adapting our transportation network to today’s expectations. There is far more demand for safe bicycle and pedestrian routes than there was 25 years ago, and retrofitting those options into an established street grid is complex.

We have developed a transportation master plan that looks at vehicles, pedestrians, bicycles, and other mobility devices. Winter Park has many tree-lined streets and limited right-of-way, so adding bike lanes can be difficult without affecting what makes neighborhoods special. Our goal is to improve safety and connectivity in a way that fits the character and constraints of the community.

What conversations are happening about the CRA and its future role?

We worked with Orange County and secured a 10-year extension of our CRA. The county also approved a geographic expansion to include the West Fairbanks area, south of Fairbanks Avenue near I-4, which we see as ripe for reinvestment in the commercial sector.

That extension gives us resources to partner with developers and help rehabilitate the area. We believe the county supported the extension because the original CRA performed exceptionally well. Over its life, property values increased by more than 500%, making it a strong CRA success story in Florida and a foundation for the next phase of targeted reinvestment.

How have the Winter Park Library and Events Center reshaped the city’s cultural and tourism footprint?

Both facilities have exceeded expectations. The library continues to rank among the top libraries in Florida, is the #1 children’s library in the state, and the newer facility has increased memberships and circulation. The Events Center has also become a major civic asset, regularly booked for weddings, community gatherings, and nonprofit fundraisers.

Beyond the calendar, the facilities contribute to Winter Park’s identity as a destination. People visit from across the region to experience the space, and it has strengthened our cultural footprint in a very tangible way.

How are you protecting Winter Park’s neighborhood character while addressing housing pressures across the region?

We recently completed the seven-year renewal of our comprehensive plan, and one of the major focus areas was balancing reinvestment with neighborhood protection. We want to allow new homes and continued renewal, but we also have to manage issues like scale, setbacks, drainage, and overall compatibility so reinvestment does not diminish quality of life.

Our approach has been to protect the character of established neighborhoods while still allowing thoughtful redevelopment that reflects market demand and the realities of a built-out city.

As Orlando becomes more known as an innovation and technology hub, how is Winter Park staying ahead of the curve while preserving its historical importance?

We have made steady progress on foundational tools, such as public Wi-Fi, that support residents and visitors. We are also beginning to explore how emerging technologies, including AI, could improve city operations and customer service.

Our departments are paying attention to what peers are doing and learning through professional conferences and industry networks, whether the topic is utilities, public works, or communications. The key for us is separating the useful, practical applications from the hype, and implementing changes that genuinely improve the resident experience.

Tourism and arts remain core pillars in Central Florida. How are you ensuring those sectors remain economically vibrant amid regional competition and evolution?

We have an economic development advisory board that helps us stay focused on the sectors that have long supported Winter Park’s identity and economy. Winter Park has a strong wealth-management and private banking presence, and we work to maintain an environment where those businesses can thrive.

Arts and culture are also central to who we are. We have an Arts & Culture Alliance of cultural organizations and advisory groups that meet regularly, collaborate on priorities, and keep Winter Park’s arts and culture scene visible and active. That ecosystem supports tourism, small business vitality, and the overall quality of place that continues to draw residents and guests to our city of arts & culture.

Looking toward the next three to five years, what top priorities will you be focused on as the city moves into its next stage?

One of the biggest issues we are watching is the state-level conversation about tax reform, including proposals that could affect property taxes on homesteaded properties. Depending on how those proposals are structured, they could significantly impact municipal revenues and our ability to fund core services.

At the same time, we are dealing with new mobility realities. E-bikes and e-scooters have become more common, but regulations have not fully caught up at either the state or local level. They can provide affordable mobility, but they also create safety concerns when riders do not follow traffic rules or use appropriate safety equipment. Finding the right balance will be an important priority for communities across Florida.

Is there anything else you would like to include?

A major focus for us over the next three years is the Park Avenue Refresh project. Park Avenue is our crown jewel, the shopping and dining district that helps define Winter Park. We have begun a multi-year phased project expected to total between $8 million and $10 million.

The work will include infrastructure, safety and aesthetic enhancements such as new street lights equipped with integrated smart hubs and technology such as  Wi-Fi capabilities and ability to control remotely, upgrades to irrigation and underground electrical infrastructure, and improvements to landscape and hardscape elements, sidewalks and planter beds. It has been almost three decades since the corridor saw a major renovation, and residents and businesses are excited about the city reinvesting in the long-term strength and experience of downtown.

Want more? Read the Invest: Greater Orlando report.