Andy Hafer, Chairman, Synapse

July 2026 — Invest: spoke with Andy Hafer, chairman of Synapse, about the evolution of Tampa Bay’s innovation ecosystem and how Synapse is redefining its role since its formation a decade ago. “We were founded to be a catalyst to support and influence the solidification of the Tampa Bay ecosystem. In those 10 years, profound progress has been mande. We are in the process of evaluating what the next chapter of Synapse programs should be. Or, if it is time to declare ‘Mission Accomplished’,” Hafer said.

How has Synapse evolved over the past decade?

Synapse is now about 10 years old, and it was founded very deliberately. Another entrepreneur and I were both exiting companies around 2017, and we were reflecting on how challenging it had been to grow global companies in Tampa Bay. We felt fortunate to have navigated that path successfully, but we also recognized how difficult it was to find resources, connections, and support when we were coming up.

Our original thought was that we would introduce more economic development and entrepreneurial support, but, after closer examination, we found quickly that Tampa Bay already had as many resources as necessary. The core issue wasn’t that support didn’t exist. The real challenge was discoverability and connectedness. People couldn’t find what was already here, and the ecosystem didn’t always connect across sectors in a way that helped founders, builders, and investors move faster.

That realization shaped Synapse’s mission. Our role became simply to instigate valuable connections and shining a light on the good things happening across the region. In the earliest days we tried a number of approaches, and we were even operating without a formal name for a while. Internally, our nickname was the Cuban Sandwich, because Tampa Bay is known for it and it kind of captured what we were trying to do: bring different ingredients together into something stronger.

Over time, Synapse became best known for its annual summit. We had a lot of programming, but the summit became the convening point that helped the ecosystem see itself more clearly. The purpose was not just attendance. It was building relationships across the people who make up the innovation economy and giving them a shared sense of momentum.

Synapse has been described as helping make the ecosystem more legible. How did you think about building connectivity in a structured way?

One of the most important frameworks we developed was a model that identified the different personas that make up an innovation ecosystem. The way we looked at it, innovation doesn’t happen because one group works harder. It happens when the right groups find each other, build trust, and create pathways for ideas to turn into companies, partnerships, and real economic outcomes.

So Synapse focused on creating those pathways, whether through events, introductions, visibility, or simply making it easier to understand who is doing what in the region. We also believed from the start that the goal wasn’t to build a Synapse empire of programs. The goal was to be useful, connect the dots, and help others thrive.

Synapse recently announced a shift away from its flagship summit. What prompted that decision, and what does it signal about the organization’s future?

Toward the end of last year, we took a step back and looked closely at Tampa Bay’s innovation economy and our role within it. You didn’t need a formal analysis to feel the difference. The outlook, the energy, the volume of startups, and the number of thriving companies and exits are light years from where they were in 2016.

At the same time, we also saw that the summit had helped introduce and elevate other conferences and initiatives that are now strong on their own. That’s exactly what we wanted. But it created a new tension: if Synapse kept running a large general conference, we could end up competing for the same sponsorships and attention that other mission-aligned events need to succeed.

A few verticals have gained real traction in Tampa Bay, particularly healthcare, cybersecurity, and defense-related innovation. New gatherings are happening that are well-led and well-attended. For example, leaders at Tampa General Hospital helped introduce Healthcare Innovation Week, and Arnie Bellini introduced Cyber Bay. There is also significant engagement around defense and national security, including events that draw serious participation from across the region and beyond.

So we asked a hard question: has our mission been accomplished in the form we originally built? We concluded that the general summit probably didn’t need to exist anymore, at least not in the way it had. We pulled it off the calendar and began reimagining what Synapse should be next.

What does that reimagining process look like right now?

We’re in a listening phase. We’ve put surveys out, convened discussions, and had meeting after meeting to gather input. One thing is very clear: People appreciate Synapse. The brand has gotten strong over 10 years, and when people hear Synapse they think innovation, entrepreneurship, and a thriving economy.

That said, I don’t have a finalized answer yet on what form the next chapter will take. What we do know is that it probably won’t be a big general conference. The early read is that Synapse should stay focused on what it has always done best: creating connectivity and shining a light on what’s working, without trying to become the center of every program in the region.

Where do you see Synapse continuing to add value as the ecosystem matures?

I think you’ll see Synapse lending the brand more readily to other initiatives that align with the mission. One place I’m personally focused is the University of South Florida, where I chair the Nault Center for Entrepreneurship under the Muma College of Business. There, we’ve applied some of the same thinking. Universities historically have been oriented around earning a degree, and that remains important, but entrepreneurship also needs to be treated as a set of skills and a mindset that can serve students and professionals in many paths.

One development I’m excited about is the establishment of USF’s Center for Executive and Leadership Education. You don’t have to enroll in a full degree program to build entrepreneurial skills. Professionals can now easily engage through shorter, intensive certificates designed for people working in organizations who want to think differently about growth, innovation, and problem-solving.

To me, entrepreneurship isn’t only about forming an LLC or starting a company. It’s about how you approach gaps and opportunities in any seat you’re in. Most people are working inside organizations, and innovation has to exist there too. That kind of thinking is what creates resilience and competitiveness in a regional economy.

You have also emphasized developing the next generation of innovators. How does that fit into Synapse’s direction?

Future talent is a major priority. Synapse has supported early innovators, including students in high school and college. We work with organizations that are teaching young people how to think entrepreneurially and how to turn ideas into action.

That work matters because many of these programs are effective but not always well-funded or widely known. Synapse can help by increasing visibility, connecting leaders, and supporting the organizations that are already doing the work. The goal is not to duplicate what others are building. It’s to amplify them.

There are leaders in the region who are doing exceptional work in that area, including those focused on building innovation pathways for students and emerging talent. For Synapse, it’s a natural extension of the mission: if we want Tampa Bay’s innovation economy to keep growing, the next generation has to see a clear path into it.

What key trends are you seeing across Tampa Bay’s innovation economy right now?

One of the most important trends is diversification. Tampa Bay has a stronger mix of innovation-driven sectors than it did a decade ago. Healthcare innovation has emerged as a real vertical, cybersecurity is building momentum, and defense-related innovation has a meaningful footprint. That kind of sector depth creates a more durable innovation economy because it isn’t dependent on one trend or one industry cycle.

Another trend is that collaboration is more normal now. People understand that innovation ecosystems don’t thrive in silos. They require connectivity, shared visibility, and a culture that supports experimentation. The ecosystem feels more mature, and a big part of that maturity is that leaders across organizations are building links rather than operating in isolation. I continue to use my mantra, “One of the most powerful forces in the universe is people coming together in community to achieve a common goal.” Synapse has demonstrated that!