Keidrian Kunkel, President & CEO, CareerSource Tampa Bay

July 2026 — What key changes over the past year have most impacted CareerSource Tampa Bay, and in what ways?

The most significant change has been the continued integration of Hillsborough and Pinellas into one regional workforce organization. That is more than an administrative merger. It is a shift in how we serve job seekers, employers and community partners across Tampa Bay.

By bringing the two systems together, we are creating a more coordinated workforce ecosystem with clearer points of access, stronger employer engagement and less duplication of services. For businesses, that means a more streamlined way to connect with talent, training resources, and labor market information. For job seekers, it means broader access to career services, training pathways and opportunities across the region rather than being limited by county boundaries.

The other major change is the increased focus on alignment. Workforce development cannot operate in a silo. We are working more closely with employers, education partners, economic development organizations and community-based organizations to make sure our programs reflect real labor market needs. That alignment is critical as Tampa Bay continues to grow and employers face talent shortages in key industries.

What tangible outcomes have you seen in terms of service delivery or employer engagement?

The integration is progressing in a very intentional way. We are focused on building one regional system that is easier to navigate, more responsive to employers and more effective for job seekers. That means looking at everything from service delivery and internal operations to employer outreach, community partnerships and performance outcomes.

One tangible outcome is that employers now have a broader regional partner that can help them address workforce needs across both Hillsborough and Pinellas. Instead of navigating separate systems, businesses can engage with CareerSource Tampa Bay as a single workforce partner with access to a larger talent pool and more coordinated services.

We are also seeing stronger opportunities to share best practices across the organization. Programs that were working well in one area can now be adapted or scaled regionally. That allows us to be more consistent while still responding to the unique needs of individual communities.

For job seekers, the goal is greater access. Whether someone is looking for career planning, training, resume support, work-based learning or connections to employers, we want them to experience a system that is seamless, welcoming and focused on helping them move into meaningful employment.

What initiatives are you most excited about right now, and what early impact are you seeing?

I am especially excited about the growth of work-based learning models, including apprenticeships, on-the-job training and paid work experiences. These programs are powerful because they connect people directly to opportunity while also helping employers build the skilled workforce they need.

On-the-job training is a strong example. It allows employers to hire candidates who may not have every skill on day one, while providing support for the training required to help that employee succeed. That is especially important in a tight labor market, where businesses need talent and job seekers need pathways into sustainable careers.

I am also excited about sector-specific strategies in areas like healthcare, technology, logistics, manufacturing and skilled trades. These industries are essential to Tampa Bay’s growth, and they require targeted approaches. We are working with employers to better understand their needs and then designing programs that connect training, credentials and hiring opportunities.

The early impact we are seeing is stronger employer participation and more focused career pathways for job seekers. When employers are at the table from the beginning, training becomes more relevant, candidates are better prepared and placement outcomes improve.

How are you tailoring your programs to meet evolving employer needs across Tampa Bay?

We start by listening to employers and using labor market data. The needs of healthcare, manufacturing and IT are changing quickly, so our programs have to be flexible and responsive. We cannot rely on outdated assumptions about what employers need or what job seekers should be trained for.

In healthcare, that may mean supporting pathways into entry-level roles that lead to long-term advancement, while also helping employers address shortages in critical positions. In manufacturing and skilled trades, it may mean emphasizing hands-on training, industry-recognized credentials and stronger connections to apprenticeships. In IT, it means helping job seekers gain relevant technical skills while also building the professional skills employers expect.

We are also focused on making training more accessible. Many job seekers are balancing work, family, transportation and financial challenges. If we want to build a stronger talent pipeline, we have to reduce barriers and create pathways that are realistic for people’s lives.

The goal is to create a workforce system where employers have a voice in program design and job seekers can clearly see how training connects to real jobs, real wages and long-term career growth.

You’ve introduced innovative tools such as Career Clarity Pods and are exploring AI-driven solutions. How are these initiatives enhancing the way you engage and prepare job seekers?

Innovation is important because job seekers need more than a list of openings. They need tools that help them understand their options, identify their strengths and make informed decisions about their future.

The Career Clarity Pod is a great example of that. It gives individuals a more interactive way to explore careers, understand different industries and think about the pathways available to them. For some job seekers, especially young adults or individuals changing careers, that kind of exposure can be transformative. It helps make career exploration more tangible.

We are also looking at how technology, including AI-driven solutions, can help us personalize services and improve the customer experience. That might include better matching job seekers to opportunities, identifying skill gaps earlier or helping staff provide more targeted guidance.

At the same time, technology is not a replacement for human connection. Workforce development is still deeply personal. Our goal is to use innovation to enhance the work of our teams, not remove the relationship-building that is so important to helping people succeed.

As you roll out new programs and partnerships, what challenges are emerging in the workforce ecosystem, and how are you adapting your approach to ensure long-term impact?

One of the biggest challenges is the pace of change. Employers are moving quickly, industries are evolving and job seekers are navigating a labor market that can be both full of opportunity and difficult to access. That requires us to be more agile as an organization.

Another challenge is making sure opportunity reaches every community. Regional growth is exciting, but not everyone experiences that growth in the same way. We have to be intentional about serving veterans, youth, individuals with barriers to employment and underserved communities across Tampa Bay.

We are adapting by strengthening partnerships and using data more effectively. No single organization can solve workforce challenges alone. We need employers, educators, nonprofits, government agencies and economic development partners working together around shared goals.

We are also focused on measuring impact, not just activity. It is not enough to count how many people attended a workshop or enrolled in a program. We have to ask whether people are entering employment, earning credentials, increasing wages and building long-term stability. That is how we ensure our programs are creating meaningful outcomes.

What goals will be most critical in strengthening CareerSource Tampa Bay’s role in the region’s economic growth?

Looking ahead, our priorities are centered on building a workforce system that is regional, responsive and results-driven.

First, we will continue strengthening the integration of Hillsborough and Pinellas so CareerSource Tampa Bay operates as one unified system. That means improving access, consistency and coordination across the region.

Second, we will deepen employer engagement. Businesses have to see CareerSource Tampa Bay as a strategic partner in solving workforce challenges, whether that is recruitment, training, retention, apprenticeships or labor market intelligence.

Third, we will continue expanding career pathways in high-growth sectors such as healthcare, IT, manufacturing, logistics and skilled trades. These industries are central to Tampa Bay’s competitiveness, and our job is to help ensure residents are prepared for those opportunities.

Fourth, we will remain focused on equity and access. Economic growth only matters if residents can participate in it. That means continuing to serve youth, veterans, dislocated workers, underemployed individuals and communities that have historically faced barriers to opportunity.

Ultimately, our goal is to position CareerSource Tampa Bay as a regional and national leader in workforce development – one that helps businesses grow, helps residents access meaningful careers and strengthens the economic future of the entire region.