Cheryl Flood, CEO, Florida State Fair

August 2026 —Invest: sat down with Cheryl Flood, CEO of the Florida State Fair, to discuss how the fair is evolving for a growing Tampa Bay region, the year-round economic role of the fairgrounds, and what it takes to deliver a safe, high-capacity event experience. “We have about a $104.3 million impact just during the 12-day annual fair,” Flood said.

Why is the Florida State Fair significant for the region?

We are the first state fair across the country to kick off the new year, and that timing helps put Tampa on the calendar early. We also host two fair-related conventions during the State Fair, so people from across the industry come to Tampa to see what is new and what trends are emerging. Those gatherings create additional travel and business activity that complements the fair itself.

This is our 121st fair, and we have always been right here in Tampa. We have never been anywhere else. That long history matters, and it has helped us build a strong sense of place. It is home for us, and the fair has become part of the region’s identity, both as a community tradition and as an event that draws visitors from across the country and beyond.

How does the fair contribute to tourism and local business activity?

We attract about a half a million visitors during the 12 days of the Fair. Hotels surrounding the area are booked during our run, and visitors spend money across the community, restaurants, retail, transportation, and other attractions. We have about a $104.3 million impact just during the Fair.

That number reflects the scale of what a concentrated 12-day event can do when it brings in out-of-town visitors and drives repeat trips from local families. People do not just come for a couple of hours. Many make a full day of it, and that kind of attendance ripples out into the surrounding economy.

Beyond those 12 days, we do business year-round with more than 250 events on our property. We have a fairgrounds with venues that are rented throughout the year, so the site stays active outside of fair season. Between the annual State Fair and the year-round activity, it is probably a $241.9 million estimated impact when you include those additional events and the ongoing usage of the property.

What are you seeing in terms of demand, and how does the organization prepare operationally for peak attendance days?

We hire locally to staff the 12-day run and build schedules around peak days. Tampa Bay continues to welcome new residents, and many first-timers are discovering the Fair, so we plan for surges in attendance and the realities that come with large crowds.

Operationally, we focus on the full guest journey: staffing, parking, entry flow, guest services, and crowd management. That includes planning for peak weekends, adjusting gate and ticketing processes, coordinating vendors, and making sure we have clear wayfinding and on-site support so the experience stays smooth even on high-volume days.

We also take lessons from year to year. The goal is not only to handle the biggest days, but to keep the environment comfortable, with space to move, places to sit, and teams ready to respond if something needs attention.

How are you addressing workforce needs, especially in a tight regional labor market?

We have about 65 full-time employees and about 120 part-time year-round, and then we ramp up for the Fair. During the run, we need people across operations, guest services, and support functions, and we are focused on getting the right number of people in place, trained, and ready.

Recruiting for the State Fair is not a challenge locally because people love to work somewhere fun. It is a 12-day event with entertainment, music, and food, and that draws a lot of interest. We also have people who return year over year, including team members who have worked 20, 25, or 30 years straight here at the State Fair.

That continuity matters because experience helps with everything, from customer service to the practical rhythms of a high-attendance event. When you combine returning staff with new hires, you can build a team that is both welcoming and operationally disciplined.

What broader trends are you seeing in how people want to experience fairs, especially after the last few years?

After COVID, people wanted to be together again. They wanted shared time with friends and family and an experience that feels worth the trip, not just a quick stop. We have responded by adding seating, spreading out food vendors for comfort on busy days, and expanding entertainment that involves the public. When visitors feel like they can slow down, sit, and stay longer, the entire day becomes more enjoyable. We also design activities so guests are not only watching something, but participating in it.

We use influencers who visit the fairgrounds and share what they experience, because people want to see what a day at the Fair actually looks like before they arrive. That kind of storytelling has become part of how people choose where to spend their time, especially for families planning a full-day outing.

A key differentiator is that when you pay for admission, you get free entertainment all day. That is a big part of the value, and it keeps people engaged beyond rides and food. You can spend the day moving from music to shows to experiences, and it makes the Fair feel like a complete entertainment option.

What are the biggest logistical or cost challenges associated with the Fair?

Rising costs are always a challenge, and we are seeing increases in general expenses, from day-to-day operations to what it takes to deliver a high-quality guest experience at scale.

But our biggest focus is safety and security. We meet regularly with the Hillsborough County Sheriff’s Office and Hillsborough County Fire Rescue, and we constantly critique our safety plan to ensure that when we have 60,000 to 65,000 people on property, it is a comfortable experience for the public. We never take that for granted.

Transportation is also a major operational pressure point. We are on I-475 and 301, so traffic is significant. Egress and ingress matter, not only for guests, but for surrounding neighborhoods and roadways. We work to keep entry and exit as efficient as possible so the experience does not start or end in long lines, allowing people to arrive and leave safely.

Looking ahead, what are your key goals and priorities for the next two to three years?

With new residents continuing to move into Tampa Bay, priority No. 1 is making sure people come out and experience their State Fair. It is the public State Fair, and we want first-timers to feel that it belongs to them. When people make it part of their routine, it strengthens the Fair’s role as a shared community experience.

Priority No. 2 is staying current, making sure our entertainment, foods, rides, and experiences reflect what the community wants to see. Expectations shift every year, and we pay attention to what guests respond to, what families ask for, and what keeps people coming back.