Kelly Flannery, President & CEO, South Tampa Chamber

July 2026 — In an interview with Invest:, Kelly Flannery, president and CEO of the South Tampa Chamber, said that resilience, community collaboration, and workforce readiness have become central themes for the organization. “We’ll continue enhancing our advocacy efforts, strengthening relationships in Tallahassee and Washington, and expanding our services based on what our members tell us they need most,” Flannery said.

How are you approaching the chamber’s 100th anniversary next year, and what is your vision for the chamber as it enters its next chapter?

We’re incredibly excited about this milestone. We officially launched our 100th year in December 2025 with a major anniversary celebration that truly reflected both our history and our future. We hosted the event at the Tampa Theatre, which is also celebrating its centennial this year. There was something especially meaningful about standing on that historic stage for our annual program. It was the perfect setting for the chair’s gavel handover, recognition of our award recipients, and proclamations from local elected officials — all moments that underscore the Chamber’s role in shaping our business community for a century.

Following the program, we continued the celebration with an after-party at Hotel Flor Tampa Downtown, another iconic Tampa institution marking 100 years. It’s fascinating to reflect on 1926 as a time of significant growth in our city. Commerce was booming, the cigar industry was thriving, rail and cargo shipping were strong, and institutions like the University of Tampa were taking root. Our centennial is not only a celebration of our own longevity, but also an opportunity to recognize other historic businesses and organizations that have stood the test of time and helped shape Tampa into what it is today.

As we look ahead, our vision for the Chamber’s next chapter is grounded in both legacy and leadership. Reaching 100 years gives us perspective and credibility, but it also brings responsibility. We intend to build on the strong foundation laid by those before us while ensuring we remain relevant and forward-thinking in a rapidly evolving business environment. That means continuing to serve as a convener for meaningful business relationships, strengthening our advocacy efforts, investing in leadership development, and creating opportunities for established companies and emerging professionals to connect and grow together.

If our first century was about supporting Tampa through periods of growth and transformation, our next century will be about innovation, inclusion, and sustained impact. We are proud of our history, but even more energized about what comes next.

 What major developments have most influenced the Chamber’s direction and impact recently?

One of the most significant developments shaping the Chamber’s direction recently has been the aftermath of the hurricanes that struck Tampa in late 2024. As we entered 2025, we were just beginning to grasp the long-term impact on our business community. Many business owners went into the 2024 holiday season far behind previous years. Some couldn’t open at all, others were undergoing extensive repairs, and many experienced loss of inventory, income, or workforce. On top of that, overall foot traffic declined dramatically because entire neighborhoods were disrupted.

Our immediate focus became resilience. We asked ourselves how we could help businesses get back on their feet, particularly in industries like restaurants, hospitality, and retail — sectors that were still regaining stability after the pandemic when the storms hit. It required us to think beyond traditional programming and really examine how we show up in moments of crisis.

Over the last decade, events like COVID-19 and natural disasters have fundamentally shaped our mindset. The Chamber has evolved from being primarily a convener of networking opportunities to becoming a more responsive and proactive resource. We consistently ask: How do we remain relevant? How do we respond quickly? How do we become a true catalyst for stability and growth when the community needs it most?

A clear example of this ongoing impact can be seen on Davis Islands. More than 350 homes there were damaged, and many residents remain displaced. That has had a direct ripple effect on the business corridor, where restaurants and retailers have lost a significant portion of their customer base and, in many cases, have not fully recovered. The economic and emotional toll is still very real.

At the same time, 2025 has brought important milestones for the Chamber — including our office move, record-breaking membership numbers, and sold-out events. But we are very mindful that while we celebrate those achievements, many businesses in our community are still in recovery mode. The balance between recognizing progress and continuing to provide meaningful support has been one of the most defining influences on our direction and impact.

 How is the chamber helping local employers attract and retain skilled talent, especially in key industries like construction, healthcare, and hospitality?

We approach this in a few ways. First, we partner with workforce organizations such as CareerSource to ensure employers are connected to broader regional talent pipelines. As those workforce boards evolve and merge regionally, we continue strengthening those relationships so our members have access to the most current hiring resources, training programs, and labor market data available.

Another significant asset in our community is MacDill Air Force Base, the largest employer in Hillsborough County. Each year, many service members transition out of the military while stationed here. Some plan to return to their hometowns, but many are open to staying in Tampa if meaningful employment opportunities are available. Our goal is to help local employers tap into that highly skilled talent pool and encourage those individuals to build their post-military careers here.

To support that effort, we host a quarterly Transitioning Military Networking Event. Rather than duplicating services like résumé writing, which other organizations already provide, we focus on soft skills and relationship-building. Many transitioning service members are accustomed to describing their rank and responsibilities, but not necessarily to marketing themselves in a civilian context. We help them translate their experience, build confidence in networking environments, and connect directly with local employers. It creates a bridge between exceptional talent and businesses that need leadership, discipline, and technical expertise.

We are also investing in long-term talent retention through our Young Professionals program, launched three years ago and now over 100 members strong. Designed for emerging leaders roughly between the ages of 21 and 40, the program provides networking opportunities, professional development, and leadership exposure. One of our newest initiatives is a speed mentoring event that paired 10 senior executives with 50 young professionals. Participants rotated through conversations, asked candid questions, and built meaningful connections. Several ongoing mentor-mentee relationships have already developed from that single event.

Ultimately, our strategy is about creating connection points — between employers and transitioning military, between senior leaders and emerging professionals, and between workforce partners and the business community. By strengthening those relationships, we help local employers not only attract skilled talent, but retain it by fostering a sense of opportunity, mentorship, and long-term investment in Tampa’s future.

 What new trends are you seeing among your members, and how is the chamber adapting to stay ahead?

One of the biggest trends we’ve seen since 2020 is rapid technology adoption. Businesses across industries are still refining what the workplace looks like — balancing in-office expectations with remote or hybrid flexibility. Employers are realizing that flexibility isn’t just a perk anymore; it’s often a competitive advantage. We’re helping our members think strategically about productivity, culture, and retention in this new environment rather than simply reacting to it.

Alongside that, workplace culture has become a defining factor in recruitment. Gen Y and Gen Z professionals are looking for more than compensation. They want purpose, flexibility, and family-friendly policies. We’re encouraging employers to consider benefits like parental or adoption leave, flexible scheduling, and access to childcare support. These policies aren’t just good for employees — they strengthen retention and long-term loyalty.

We’re also seeing tremendous growth in hospitality, particularly in areas like Water Street Tampa. New restaurants and hotels are opening at an impressive pace, which brings energy and economic vitality, but also increases demand for trained staff. At the same time, healthcare continues to expand significantly. Tampa General Hospital is developing a new medical district, and we’re seeing more freestanding emergency rooms and urgent care centers opening throughout neighborhoods. These sectors are creating jobs, but they also intensify workforce competition.

One of the most pressing challenges tied to all of this growth is transportation and housing. We may have the jobs, but many of the people who fill them cannot afford to live nearby. That creates strain on both employers and employees. Reliable transportation options and attainable housing are essential to sustaining economic momentum. As a Chamber, we’re working with local leaders and regional partners to advocate for practical solutions because workforce development doesn’t stop at job creation — it requires the infrastructure that allows people to access those opportunities.

To stay ahead, we focus on listening. We pay close attention to what our members are experiencing in real time and adjust our programming, advocacy, and partnerships accordingly. Growth is exciting, but it only benefits the community if it’s sustainable. Our role is to help ensure that as Tampa evolves, our businesses — and the people behind them — are positioned to thrive.

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

One of our top priorities is expanding our team, particularly by adding executive-level positions. As our membership grows and our programming becomes more robust, we want the internal leadership capacity to match that momentum. Investing in our staff allows us to be more strategic, more responsive, and more innovative in how we support local employers.

We also plan to pursue accreditation through the U.S. Chamber of Commerce. Fewer than 2,000 chambers nationwide hold that distinction, and it represents a strong benchmark for governance, advocacy, and operational excellence. Achieving accreditation would not only validate the work we’re doing, but also elevate our credibility and influence at the regional and national levels.

Advocacy will continue to be a central priority. We are committed to strengthening relationships in Tallahassee and Washington so that the voice of our local business community is heard where key policy decisions are made. As issues like workforce development, transportation, housing, and economic growth evolve, we want to be at the table helping shape solutions.

Most importantly, we will continue listening closely to our members. Our growth and relevance depend on understanding what businesses truly need — whether that’s expanded programming, targeted workforce initiatives, or stronger policy engagement — and adapting accordingly. The next few years are about building the infrastructure, credibility, and influence that will carry the Chamber confidently into its next century.