Nick Suszynski, Development Director, Jesuit High School

August 2026 —Invest: spoke with Nick Suszynski, director of development at Jesuit High School, about leadership transition, fundraising, talent recruitment, and the school’s priorities for the years ahead. “We take a methodical approach, evaluating pros and cons and determining how something aligns with our mission,” Suszynski said.

What external changes over the past year have most impacted the high school, and in what ways?

External changes have not been too cumbersome. The bigger shifts have been internal. Last year, our president, who had been at the school for 16 years and was a transformational leader, was reassigned as part of the Jesuit structure. The provincial determines those assignments, and we were informed right when school started that he would transition out on Sept. 1.

That created a shift in many of our plans and activities. Our principal stepped in as interim president and did a great job, but there was a period where we had to pivot, consolidate, and adjust in different areas. Overall, it was still a fantastic year.

We now have a new Jesuit president in his first year. Any time there is a leadership transition at that level, there are unknowns around vision, execution, and leadership style. However, he had been on our board for nine years prior, and he was someone our predecessor had hoped would succeed him. We feel very fortunate and confident in where we are.

How have these changes influenced your development strategy and fundraising priorities?

We have a strong team. I serve as director of development, alongside an alumni director who oversees relationships with more than 7,000 alumni, most of whom are local. She manages reunions, our Golf Classic, and parent engagement. Our annual fund director also plays a key role.

Everyone is mission-driven. There are no ego issues, and no silos. Many on our team either have sons at Jesuit or are alumni parents, so they are personally invested in the mission. That makes collaboration on fundraising strategies and events much more effective.

We focus on two main fundraising events each year: the Golf Classic and the Gala. Both support financial aid. These events tend to sell out quickly and perform well. Beyond fundraising, they help reconnect people to the mission and strengthen relationships across our community.

How do you approach talent recruitment?

There is a war for talent. On the development side, we often start with volunteers who have already demonstrated reliability and commitment. These individuals understand what is required and often have a deep connection to the school.

We ask a lot of our volunteers. They go above and beyond, and many are parents or alumni families who care deeply about Jesuit. That is where we like to begin when identifying potential talent.

For faculty and staff, we are more aggressive and increasingly look nationwide. We identify individuals doing strong work elsewhere and try to bring them to Tampa. The mission is a major draw. We offer an environment focused on educating young men in grades nine through 12, and that appeals to people looking for purpose-driven work.

We also emphasize cura personalis, the care for the individual person. That is not just language, it is something people experience. When individuals join our community, they feel that commitment.

What key trends are you seeing in private education, particularly in Tampa Bay?

Over the last five to six years, COVID had a major impact. It created a nationwide experiment in remote learning and alternative delivery methods, and schools had to adapt quickly.

More recently, the rise of AI has become a key trend. Schools are trying to understand how to approach it. It is no longer realistic to simply prohibit its use. The focus now is on how students can use AI responsibly and how teachers can determine what is truly being learned versus what is being generated or reformatted.

AI presents both challenges and opportunities, and schools are working to navigate both.

How are you navigating those shifts while identifying new opportunities for growth?

Very carefully. Jesuit High School has been in Tampa for over 125 years, and Jesuit education dates back to 1540. That history informs how we approach change.

We do not rush into every new trend. Instead, we take a methodical approach, evaluating pros and cons and determining how something aligns with our mission. That is how we are approaching AI as well.

We are willing to adapt when necessary, but we are not going to change our curriculum simply because a new trend emerges. We make decisions based on our mission and the data available to us.

How does the school engage with the Tampa Bay community?

We have a long-standing presence in Tampa, and our alumni network is a major part of our engagement. Many leaders in the Tampa Bay area are Jesuit graduates, including individuals in civic and professional leadership roles. For example, we have 22 graduates serving as judges in Hillsborough County.

A core part of our mission is forming men for others. That idea emphasizes placing the needs of others ahead of our own and serving the community beyond required obligations.They serve locally, nationally, and internationally, including work in places like Guatemala and Peru, as well as partnerships with local organizations. This is something we are very proud of.

What are your key goals and priorities for the next two to three years?

Our strategic plan has three main priorities. First, forming men of faith by strengthening spiritual development through retreats, pilgrimages, and ministry programs. Second, advancing academic opportunities by recruiting strong faculty, enhancing programs, and ensuring the learning environment supports student development. Third, strengthening student life, including leadership development and the sense of brotherhood that defines Jesuit.

These priorities also connect to our facilities. We are currently in the quiet phase of a comprehensive capital campaign, with plans to launch the public phase later this year.

We have a groundbreaking scheduled for May 20 for new facilities, including a student activity center, dining hall, and science center. These will be built concurrently, with the goal of opening for the 2027–2028 school year, minimizing disruption to students.

These efforts are all aligned with our mission and long-term vision for the school.