April 2026 — Invest: sat down with Mike Blake, mayor of the City of Cocoa, to discuss how strategic infrastructure investments, workforce housing, and regional connectivity are positioning the city for long-term growth. “Cocoa has positioned itself for transformational growth,” Blake said, pointing to transit expansion, water infrastructure, and public safety as pillars of the city’s momentum.

How do you define the City of Cocoa’s role within the broader Central Florida landscape, and what key initiatives have driven progress over the past year?

The City of Cocoa plays a very important role in Brevard County and across the Central Florida region. We are a focal point for the county, and we take that responsibility seriously. Over the past year, we have focused on strengthening infrastructure, promoting responsible growth, and making sure residents can see and feel progress in their day-to-day lives.

One of our most significant initiatives is the proposed Cocoa Multimodal Brightline Station. This project has generated statewide attention because of its potential to connect Cocoa and the Space Coast region more directly to major markets across Florida. It will support economic development, workforce mobility, and tourism while creating new opportunities for jobs, housing, and education. In practical terms, it is about giving residents and visitors a modern transportation option that makes it easier to move between major hubs, while also positioning Cocoa as a stronger destination and landing point for new investment.

Another major priority has been workforce housing, particularly in the Diamond Square community. As someone who grew up in that neighborhood, this is personal for me. We are focused on expanding homeownership opportunities for first-time buyers, including nurses, teachers, police officers, firefighters, and other essential workers. Homeownership creates stability, pride, and long-term investment in the community, and we see that as foundational to sustainable growth and neighborhood revitalization.

We have also invested in park redevelopment across Cocoa to support quality of life. Provost Park and Stradley Park are two major community assets, and we have enhanced them through grants and partnerships. For example, we worked with Orlando Health on a soccer mini-pitch that creates another safe, active space for youth and families. These improvements are not just amenities; they support public health, community cohesion, and the type of environment that attracts and retains talent.

How are investments in utilities and water systems shaping Cocoa’s future?

Water is one of Cocoa’s greatest assets. We are known for it, and we are proud of the responsibility that comes with managing it well. We recently made significant improvements to the Jerry Sellers Water Reclamation Plant, enhancing efficiency, compliance, and long-term reliability. This ensures we can continue serving residents while meeting advanced treatment standards and state requirements.

Cocoa is unique in that we provide water not only within city limits but also to surrounding municipalities. In total, our system serves more than just Cocoa, and that means our infrastructure decisions have regional impact. We take that seriously, because reliability is the baseline for growth, whether a new employer is evaluating a site or a family is deciding where to live.

We also treat stormwater management as essential infrastructure. Projects like the Fiske Boulevard Drainage Improvement project have addressed long-standing flooding issues through federal grants and engineering upgrades, including curbs, gutters, and better runoff control. These improvements protect homes, improve roadway safety, and reinforce confidence among residents that the city is investing wisely in resilience.

Public safety and quality of life are often tied directly to economic momentum. How are you strengthening those areas?

Public safety is one of our highest priorities. We have made targeted investments in our police and fire departments, improving staffing, response times, and resources. These efforts have contributed to steady improvements in safety outcomes and stronger insurance ratings for the city, which matters to both residents and businesses.

We have also invested in our future workforce through scholarship and training programs connected to Cocoa High School. Students can graduate with pathways into fire science or law enforcement careers and potentially stay in the community with stable careers. Investing in people is one of the strongest long-term strategies a city can pursue because it strengthens the talent pipeline while reinforcing trust in local institutions.

At the same time, we emphasize a welcoming environment that supports families and employers. A city can have strong projects on paper, but people decide where to live and invest based on whether they feel secure, supported, and proud of their community.

Cocoa has experienced population growth over the past decade. How is the city managing that growth while preserving its character?

Cocoa has grown by about 11% over the past decade, and that growth has been largely positive. Our approach is to be proactive instead of reactive. That means investing early in infrastructure, planning carefully, and staying engaged with residents so that growth strengthens the community instead of stressing it.

Transparency and accessibility are key. Local government works best when it is close to the people. We encourage involvement through boards, public meetings, and our Citizens Academy, which helps residents understand city operations, from utilities to public works and public safety. When people understand how the city works, they are more likely to participate constructively and support long-term solutions.

We have also modernized city operations through technology. Residents can access permits and public records online, and we have invested in stronger cybersecurity to protect city networks and community data. We secured support to enhance safeguards and expand training so that knowledge and access keep pace with the services residents expect from modern government.

Regional connectivity is becoming increasingly important across Florida. How does Cocoa fit into the statewide transportation conversation?

Connectivity is central to our vision. The Cocoa Multimodal Brightline Station represents a major opportunity to link the Space Coast with Orlando, South Florida, and beyond. This type of access changes how people think about where they live and work, and it expands the practical reach of employers and institutions.

We work closely with partners such as the Space Coast Transportation Planning Organization and FDOT to align transportation planning with development strategy. When we improve corridors and access points, we can open the door for responsible growth in areas that were not previously positioned for development, while also improving safety and mobility for existing residents.

Cocoa’s location gives us unique advantages. We are near major aerospace assets, including the Kennedy Space Center and Port Canaveral, and we continue to build relationships that support workforce needs, logistics, and tourism. Connectivity supports residents, but it also supports the industries that are shaping Florida’s future.

Which collaborations are most critical to Cocoa’s economic development goals?

Partnerships are essential. We work with regional transportation and planning organizations to move strategic projects forward, and we coordinate with county partners on parks and community amenities that help families thrive.

We also benefit from having major space industry players nearby, including Vaya Space and Blue Origin. Those relationships support workforce development, scholarships, and exposure for students to high-growth careers. When we connect young people to opportunity, we strengthen our local talent pipeline and create reasons for families to stay and build long-term roots in Cocoa.

On the housing side, partnerships matter as well. We have worked with builders such as Lennar Homes to expand workforce housing, including new homes in the Michael C. Blake subdivision within Diamond Square. We want growth that is attainable for working families, and that requires coordination between public priorities and private execution.

Looking ahead, what is your vision for Cocoa over the next three to five years?

Cocoa has positioned itself for transformational growth, and the Cocoa Multimodal Brightline Station represents a major opportunity to strengthen our economy, attract new investment, and expand mobility for residents and visitors throughout Florida.

As we plan for growth, our priority is ensuring that infrastructure keeps pace. That includes modernizing stormwater systems, improving roadways, strengthening utilities, and continuing targeted investment in public safety and housing. Our goal is to grow responsibly and strategically so that Cocoa remains resilient, well-served, and safe.

We want to ensure there are ample employment opportunities, housing options, and recreational amenities for everyone who calls Cocoa home. This is about long-term quality of life and building community.

Want more? Read the Invest: Greater Orlando report.

April 2026 — Invest: spoke with Maria Triscari, president and CEO of International Drive Resort Area Chamber of Commerce, to learn about the landmark year for Orlando’s International Drive corridor. With Epic Universe opening, major transportation projects advancing and billions in new development underway, she emphasized the pivotal role of infrastructure in sustaining growth. “Every great city has a seamless transportation system, and that’s what Orlando needs to reach the next level,” said Triscari.

Over the past year, what major changes have shaped the International Drive corridor?

It has been extraordinary. We’ve had a banner year, and we’re very excited about the incredible growth that’s happening. Epic Universe has been a true game changer — an addition we anticipated, and it exceeded our expectations. We broke records in tourist development tax (TDT) dollars, which is a major indicator of visitor growth, and the tourism market is stronger than ever. 

We truly are in the golden age of tourism for the I-Drive corridor. Along with Epic Universe, about $13 billion in new development is underway, and the Orange County Convention Center is expanding. Our master plan is coming to fruition, the convention center also broke records this year, and we expect continued growth in both the convention and leisure markets.

Beyond Epic, what recent developments have had the biggest impact on the region’s economic landscape?

Transportation is one of the biggest drivers right now. We have three major initiatives underway. The Sunshine Corridor is a huge effort the chamber took on with Universal about five years ago to bring a mass transit station to International Drive. The system would accommodate both Brightline and SunRail using the same tracks and would create the east-west connection SunRail needs to serve residents, employees, and visitors more effectively. The project is now moving to its next step with a PD&E study, which is tremendous progress.

We’re also working closely with FDOT and Orange County on the I-4/Sand Lake Road Interchange. Our Transportation and Development Committee meets weekly with partners, and once completed, it will be a spectacular gateway to the corridor — something we’ve long needed as the original exit ramp is outdated for today’s demand.

How do you expect these transportation initiatives to influence the local business community?

Central Florida’s biggest hurdle right now is transportation. We’ve experienced incredible growth, and now we need infrastructure that can accommodate both residents and visitors. These initiatives address congestion, access, and mobility, all of which impact employers and their workforce. Every great city has a seamless transportation system, and that’s what Orlando needs to reach the next level. Improving mass transit and road infrastructure will support business recruitment, help retain employees, allow visitors to move around more easily, and strengthen the region’s overall competitiveness.

Apart from transportation, what are the most pressing challenges facing the tourism sector today?

One challenge is ensuring we have enough residential growth to support our employment base. International Drive is a major economic engine because it employs over 100,000 people. To sustain that, employees need accessible housing options. New residential communities in the corridor are critical for that reason. Universal Orlando’s Catchlight Crossing project is a good example — it’s a state-of-the-art affordable housing development created through a public-private partnership, and the chamber has served on its committee. This type of development supports residents while strengthening the live-work-play environment that the corridor needs.

Competition is intense in tourism, and visitor expectations for innovation keep rising. How can the iDrive corridor stay competitive in that environment?

We’re fortunate to have visionary and forward-thinking partners throughout the corridor. Universal consistently leads in technology and innovation, and now with Epic Universe anchoring the center of I-Drive, that leadership is even more visible. SeaWorld also continues to invest through Aquatica and Discovery Cove. The Orange County Convention Center remains world-renowned and one of the best in the country.

Beyond the major parks, we have about 45 smaller attractions that continue to evolve — places where visitors and residents can spend just a couple of hours instead of committing to a full day. ICON Park keeps reinvesting with new concepts, and Pointe Orlando has added several new restaurants and entertainment options. This constant reinvestment keeps the corridor fresh and gives people a reason to return again and again, which is essential for a successful tourism destination.

Where are you seeing new trends emerge in terms of visitor demand and the blend between residential and tourism zones?

Dining is a major area of evolution. We have about 350 restaurants in the I-Drive corridor, representing every cuisine and price point imaginable, and now we’re seeing multiple Michelin-recognized restaurants. That growing diversity and quality signal strong demand from both residents and visitors. People can choose a quick meal before an attraction or enjoy a high-end dining experience — whatever suits their plans. They can also spend a couple of hours at an attraction without committing to a theme park visit. The flexibility and variety reflect how the corridor’s residential and tourism uses are blending and how visitor preferences continue to change.

How is the chamber helping businesses adapt to this mix of residents, visitors and year-round activity?

Communication is central to our mission. We host monthly meetings where businesses learn about new projects, infrastructure updates, and upcoming developments. That helps them understand market trends and adjust their strategies accordingly. Whether it’s staffing, marketing or expanding services, businesses can adapt more easily when they know what’s coming. Our goal is to ensure members are informed, connected and prepared to take advantage of the corridor’s growth.

Tourist development tax (TDT) dollars were a major priority in our last conversation. How has that focus progressed, and what remains essential to ensure those funds serve their intended purpose?

The TDT has proven its value. It was created to promote tourism, and that’s exactly what it has done. Visit Orlando’s marketing efforts, funded through TDT dollars, are critical to maintaining global visibility. The convention center is also supported by these funds, ensuring we remain competitive in the convention market. At the same time, the broader community has benefited from TDT-funded projects like the Dr. Phillips Center for the Performing Arts, the Kia Center, Camping World Stadium and a recent $75 million investment in the arts. Protecting these dollars for their intended use is essential. Without them, our region would not be as successful or as culturally vibrant as it is today.

What are the chamber’s top priorities going forward?

Transportation remains No. 1 — specifically the Sunshine Corridor. It’s a complex, multi-year project that requires coordination across all levels of government, but it’s clearly on the right track. Keeping the convention center competitive is also a top priority as other cities invest billions in their own facilities. Beautification projects, including gateway treatments, signage and streetscape enhancements, are another key focus, especially as we revitalize the original end of I-Drive. Finally, maintaining strong relationships with elected officials is essential to protecting TDT dollars for their intended use. The I-Drive corridor provides jobs, tax revenue and a powerful economic engine for the region. We’ve demonstrated what’s possible when we work together, and we’re very optimistic about the future.

Want more? Read the Invest: Greater Orlando report.

April 2026 — Invest: spoke with George Recktenwald, county manager for Volusia County, about the region’s accelerating momentum in aerospace, manufacturing, and logistics; the workforce and planning strategies supporting that growth; and the collaborative environment shaping its long-term trajectory. “Volusia County has a robust and diverse economic ecosystem, and our partners consistently work toward shared goals,” Recktenwald said.

How would you describe the past 12 to 18 months for Volusia County, and what does that performance say about the broader Central Florida economy?

The past 18 months have been a period of significant activity. We’ve seen numerous additions to the economic landscape, including a new Boeing presence in Daytona Beach in partnership with Embry-Riddle Aeronautical University that is expected to bring more than 400 engineers into the market. We’ve also attracted the French aircraft manufacturer, AURA AERO, that will establish a U.S. manufacturing and research facility at Daytona Beach International Airport. Several major distribution companies have expanded here as well. Our position at the intersection of I-4 and I-95 makes us a strategic gateway to Central Florida, and that visibility is driving increased attention and project activity.

What recent successes best capture the economic momentum you are seeing on the ground?

Boeing’s expansion and partnership with Embry-Riddle represents a major milestone and highlights how our public, private, and academic sectors collaborate. Local investors contributed significantly to the new facility, with additional state support. The French hybrid-electric aircraft manufacturer choosing our airport as its U.S. base is another indicator of our momentum. Amazon continues to grow here, most recently opening a 3-million-square-foot, highly robotic facility, which is now the company’s fourth location in Volusia County. At the same time, many smaller supply-chain manufacturers tied to the space industry are locating in the county. We sit at the northern point of the region’s “space triangle,” connecting us to Cape Canaveral, Orlando and Melbourne, and that position continues to attract advanced industry investment.

How has the expansion of manufacturing, aerospace, and logistics translated into workforce opportunities for residents?

The demand for technical workers has increased notably in recent years. Talent with skills in computer science, electrical and mechanical engineering, welding, and aircraft-frame work is especially sought after. Daytona State College has developed new two-year programs to help build a pipeline for these roles, creating additional pathways for those who may not pursue a four-year degree. Long-standing employers like Sparton Electronics have consolidated operations in the county and added hundreds of workers, while companies such as B. Braun have expanded their medical manufacturing operations. Many employers provide substantial on-the-job training, so motivated workers can access high-quality manufacturing careers.

Which economic and demographic trends are having the greatest impact on business expansion and relocation to Volusia County?

A major trend is the renewed emphasis on manufacturing final products in the United States. As companies onshore or reposition production, strategically located regions like ours offer strong advantages. Florida’s pro-business environment, including the absence of a state income tax, also helps attract talent from across the country. People want to live here because of the climate and overall quality of life, and the cost of living remains competitive compared to many other growing regions. All of these factors position Volusia County as a compelling option for both companies and talent.

What progress has the county made on industrial parks, zoning and long-term land-use planning?

We have made considerable progress. The county implemented a space-industry overlay that streamlines permitting for aerospace-related companies. We also support local infrastructure through grants, such as for wastewater treatment projects, to help companies meet environmental requirements while managing costs. On the residential side, new communities are being developed in both urban and suburban areas, including attainable options for young professionals. Cities like New Smyrna Beach and Edgewater have private developers building industrial parks and speculative buildings, expanding the inventory available for incoming companies. We are also served by two rail lines, giving heavier industries important additional transportation options.

What challenges are local governments in Florida facing, and how has Volusia navigated issues like inflation, infrastructure pressure, and workforce needs?

Workforce challenges have been mitigated by our strong education ecosystem. With five colleges and universities and a school district of more than 65,000 students, we graduate thousands of people each year. Combined with steady in-migration, we have been able to meet workforce demand. Inflation remains a reality for any popular region, but we manage our budget very carefully. Our county tax rate has decreased every year for more than seven years while continuing to meet service and infrastructure needs, and Florida’s protections on tax growth help maintain a stable tax environment. The goal is always to remain fiscally conservative and ensure that growth is sustainable for residents and businesses.

Daytona Beach International Airport is emerging as a significant economic driver. How is it supporting growth today?

The airport is one of our foundational assets. We have more than 300 acres in active development planning around the airfield, supported by a master stormwater system that accelerates timelines while maintaining environmental standards. The focus is largely on aerospace and aviation-related uses. We’ve also invested about $30 million in terminal security and technology upgrades. Airline service is expanding: alongside Delta and American, we now have Avelo, Breeze and JetBlue, with daily flights to major markets like Boston and New York. The airport remains extremely convenient, which the business community appreciates, and interest in surrounding development continues to rise.

What role do innovation and small businesses play in Volusia’s broader economic strategy?

They play a critical role in ensuring resilience. When we absorbed the UCF-affiliated incubator, we re-launched it as the Innovation Hub at the airport. Located in a converted section of the terminal, it hosts startups, many of them emerging from Embry-Riddle and other local institutions. Daytona State College, which sits just steps away, is collaborating with us on training programs that will eventually be located directly on airport property to support aerospace manufacturers. Our goal is a balanced economic structure: major employers, midsized firms, and a strong base of smaller companies. Many businesses with 50 to 150 employees are doing innovative work in sectors like space technology, medical manufacturing, and insurance services, contributing to a diverse and stable economy.

Tourism and quality of life are also part of Volusia’s story. How do they complement your economic development efforts?

Tourism adds depth to our economic profile and supports our talent strategy. The Ocean Center, our convention and arena facility located steps from the Atlantic Ocean, continues to host a wide range of events, with a renewed emphasis on concerts and entertainment. The nearby Peabody Auditorium enhances the entertainment district and draws popular acts. We are seeing strong reinvestment along the beachfront as older hotels are rebuilt with modern designs and new brands, including international investment.

Special events remain a defining strength, from the Daytona 500 and other NASCAR races to Jeep Beach, Bike Week, major music festivals, and numerous cultural events. Combined with nearly 50 miles of beachfront offering everything from quiet residential stretches to vibrant resort areas, these assets help us attract both visitors and long-term residents seeking a balanced lifestyle.

Looking ahead three to five years, what is your outlook for Volusia County’s economy, particularly regarding investment, job creation, and infrastructure demand?

The outlook remains strong. Volusia County has a robust economic ecosystem, and our partners consistently work toward shared goals. Team Volusia brings together all 16 cities, the county, and more than 90 private-sector members to support recruitment and help companies navigate everything from financing to talent.

Our CEO Business Alliance consists of leaders from Fortune 500 companies and major organizations like NASCAR and Brown & Brown, who actively assist new employers in understanding the community and its opportunities. With a geographic footprint comparable to the size of Rhode Island, we have room to grow. Additionally, we remain one of the most fiscally conservative counties in Florida based on per-capita government spending, which helps ensure that resources stay in the hands of residents and businesses.

Want more? Read the Invest: Greater Orlando report.

April 2026 — Invest: spoke with Amanda Clavijo, assistant county manager of Osceola County, about the region’s rapid population growth and the strategies guiding its long-term economic development. Through initiatives focused on education, infrastructure, and advanced manufacturing, the county is positioning itself as a hub for innovation in Central Florida. “Osceola County’s strategy for economic development is investing in infrastructure and in education,” Clavijo said.

How would you describe the past year for Osceola County, and what major milestones reflect the broader economic momentum of the region?

We have had a lot of positive momentum in economic development for Osceola County in the last year where we continue to see rapid growth. Our population has actually surpassed 500,000, which is a huge milestone, and we are in one of the fastest-growing regions in the nation.

A lot of what the County focuses on is building a strong environment to support that growth. Osceola County’s strategy for economic development is investing in both infrastructure and education, and many of our successes align closely with those two priorities.

On the education side, one of the biggest successes has been our Osceola Prosper program. It is a Board of County Commissioners-funded program that provides no-cost tuition for any Osceola County high school graduate, whether they attended a public, private, or charter school. Graduates can attend Valencia College or Osceola Technical College with no tuition, and they have five years to complete their degree or obtain a technical certificate.

Because of that investment, Osceola County is now ranked third in the state for high-school graduates obtaining postsecondary education. Historically, about 10 or 11 years ago, Osceola was ranked 61st out of 67 counties. The county and Valencia College worked closely together to help improve those outcomes alongside our partners at the School District of Osceola, and after COVID, the county used CARES Act funding to launch Osceola Prosper as a transformational investment for the community.

This matters not only because it improves quality of life and opportunities for residents, but also because it builds the workforce of the future. Ten years from now, the workforce development pipeline will look very different because of programs like Osceola Prosper and the intentional partnerships we have built around education.

As part of our infrastructure prong, another important milestone relates to NeoCity, which is one of our major economic development projects focused on creating a high-tech, high-wage ecosystem within Osceola County. NeoCity is a 500-acre campus currently centered around semiconductor technology and advanced packaging.

We have a county-owned fabrication facility on site that is operated by SkyWater Technology, and they recently reached their fifth year operating at the site and have doubled their employee count this past year. Looking ahead, they are planning to add an additional 100 employees in the next year.

In partnership with these efforts, Valencia College created the first associate degree program in semiconductor technology in the State of Florida. This program was developed in collaboration with industry partners and the State. Students can earn their associate degree at Valencia and then transfer directly to the University of Central Florida through the existing DirectConnect program to complete a bachelor’s degree in semiconductor engineering.

The first class started this past fall, and by the time those students graduate with their associate’s degrees, UCF will have the bachelor’s program ready. This collaboration between Valencia, UCF, the state, and industry partners shows how our region is working together to build a strong advanced manufacturing ecosystem.

Osceola County has experienced significant population growth. How are you balancing this rapid growth with the infrastructure needs that come with it?

The county manager, along with our community development and transportation departments, has taken a very strategic approach to balancing the needs of today with plans for the future. We work closely with our developers as they plan projects across the county so that infrastructure needs are addressed early in the process.

We have also created innovative mechanisms that allow us to partner with developers to fund needed infrastructure improvements. This ensures that when developments are designed, they are planned with the capacity needed in our transportation network.

We currently have the largest transportation program in the county’s history. I have worked for Osceola County for 17 years, and we have never had this many projects underway at once. There has been a strong focus on prioritizing transportation infrastructure within the resources we have available.

As a result, you will see a lot of construction throughout Osceola County right now. These projects take time because they require design, planning, and construction phases, but once they are complete they will provide the connectivity needed to support the region’s population growth.

In addition, the county focuses on housing affordability to ensure there is a balanced housing supply for the community. Our community development department works with developers to ensure projects meet affordability standards and needs, expanding options for all of our residents regardless income level.

Another key part of our strategy is preserving land for employment centers in areas where residential growth is occurring. You want residents to work near where they live. NeoCity is a great example of a strategic land purchase that allows the County to create employment opportunities close to residential areas, and we have made additional land acquisitions across the county with the same goal in mind.

Osceola County is exploring development opportunities at Osceola Heritage Park with Orlando City Soccer Club. What impact could this project have?

The project you are referring to is currently called Project Next. It is located  on the eastern portion of Osceola Heritage Park, which is a county-owned recreational campus. The site already includes facilities like the Silver Spurs Rodeo and the OHP Arena. Historically, the Houston Astros held spring training there before Orlando City Soccer established its training facilities on the site.

The location offers significant opportunities for expansion. When we developed NeoCity, which is just across U.S. 192 from Osceola Heritage Park, we designed the stormwater system to support both sites. That allowed us to relocate stormwater infrastructure and create additional developable land at OHP.

We recognized that this area of the county didn’t have many of the amenities that residents and visitors were looking for, , such as hotels, restaurants, and cultural experiences. We saw an opportunity to expand the footprint of Osceola Heritage Park and build on the activities already taking place there.

The county issued a request for letters of interest, and Orlando City Soccer Club responded. They were selected, and we are currently negotiating a development agreement to expand and enhance the site.

The project will expand Orlando City’s sports presence while also bringing additional amenities such as restaurants, retail, a hotel, and potentially a medical complex. These additions will enhance the visitor experience and support economic development while complementing the work being done at NeoCity.

The proximity between the two sites will allow them to support each other. As we attract more high-tech industry partners to NeoCity, having additional amenities nearby will only enhance the overall experience for those companies and visitors.

How has the broader NeoCity strategy evolved, particularly with projects like NeoCity South and other surrounding developments?

NeoCity has seen tremendous momentum in the past few years. One project about to begin construction is the multitenant laboratory facility funded through a grant from the State of Florida through its Department of Commerce.

We also executed a development agreement with Siamé Construction and Edward J. Minskoff Equities to build NeoCity’s city center. As part of that effort, the county is moving forward with designing and constructing a performing arts center on campus.

We are also seeing strong interest from companies looking to locate or relocate to NeoCity. We are currently working through several memorandums of understanding and development agreements. Because of that demand, we anticipate that much of the campus will be fully committed within the next few years.

That is why we are planning for expansion areas like NeoCity South. NeoCity has very strong design guidelines and development standards, which not every company in the semiconductor ecosystem can meet. Some companies in the supply chain simply need warehouse or manufacturing space.

NeoCity South, located a few miles away, provides more flexibility. The county originally acquired the 300-acre site to support the Cross Prairie Parkway extension, which is an important transportation project benefitting new and existing residential construction. By purchasing the land, we were also able to create an additional economic development site.

Last year we completed our first property sale at NeoCity South to AdventHealth, where the hospital system purchased 20 acres and will begin building a freestanding emergency room before eventually developing a full hospital for the community. That project is important because it creates jobs and provides essential healthcare services in a growing region of the County.

Beyond that deal, the remaining land will serve as an expansion area for companies connected to the semiconductor ecosystem.

We are also planning another project called Ethos Park, located off Partin Settlement Road. It will be an industrial subdivision designed to support the semiconductor supply chain by providing flexible industrial lots for companies that want to locate near NeoCity but require a different type of facility.

All of these projects work together to support the continued growth of the advanced manufacturing ecosystem we are building in Osceola County.

Want more? Read the Invest: Greater Orlando report.

April 2026 — Invest: sat down with Sanford City Manager Norton Bonaparte to discuss the city’s C.A.R.E strategic framework, the economic lift of trails and waterfront amenities, and Sanford’s priorities as one of Seminole County’s oldest communities. Bonaparte also shared how the city is balancing a lively downtown with neighborhood quality of life while positioning key sites for industrial and commercial growth tied to regional connectivity. “Sanford is on the move. We’re a dynamic, exciting place, and we’re focused on the fundamentals that matter for long-term growth,” Bonaparte said.

What prompted Sanford’s new citywide strategic plan, and how are you turning those values into real outcomes for residents and businesses?

We recently rolled out a strategic plan we call C.A.R.E. This stands for community-oriented, accountable, resilient, and environmentally sensitive. It was put together by our strategic performance manager, and the goal was to have something employees can easily understand and remember.

We held a C.A.R.E week for city employees, with activities tied to each part of the acronym. The intent is to make the plan tangible, not just words on paper. If employees own it and internalize it, it shows up in how we deliver service, how we prioritize projects and how we think about our role in the community.

From an overall economic development standpoint, what strategies is the city using to support small businesses and local entrepreneurs?

We have a community redevelopment agency, the Sanford CRA, and it has been particularly focused on the downtown area. They’ve provided facade grants and other grants to businesses to help with exterior improvements and, in some cases, interior work.

We have a certain tax generated by a defined geographic area, and those monies are then spent in that area to assist businesses. The CRA has been very successful with their projects over the years and has helped downtown keep building momentum. The CRA officially sunset on December 31, 2025, after 30 years of making improvements to the downtown area. 

How is Sanford approaching challenges like aging infrastructure, homelessness, and service improvements?

Sanford will be turning 150 in 2027. We are a historic city, which also means we have aging infrastructure. Some of our piping is 100 years old. We have a real focus on maintaining and upgrading systems, including water and sewer, so we can keep up with the needs of our customers, residents and businesses.

Homelessness is also something we work on, it’s not only a Sanford issue, it’s a regional issue. We have members of city staff involved with various homeless task forces to look for workable solutions. We also have a rescue outreach mission located in our city, which is a shelter for people experiencing homelessness in the City of Sanford. They’re often full, but it’s very well run and it provides much-needed services.

Sanford’s downtown is known for being lively with restaurants, festivals and weekend activity. What opportunities and challenges come with that vibrancy?

It is very lively on weekends. Each weekend there are different festivals, events and activities that bring large amounts of people to downtown Sanford, and we have a number of very popular restaurants and establishments, there’s something for everyone.

One of our challenges is parking. On the weekends, parking becomes a premium. We’ve even entertained looking at a parking garage. At this time, we don’t need it because we have undeveloped land that we’re using for parking, but we are considering that, at some point, we may need to build a garage because of all the different activities downtown that attract more and more people into Sanford.

How do you balance growth, tourism, and entertainment with preserving the city’s community feel?

We have a primary area for the entertainment district, which is downtown, but there are challenges sometimes with neighborhoods adjacent to downtown. Parking is a good example. People will park on neighborhood streets because it’s convenient.

We recently had a Christmas parade and downtown was completely packed, and parking was again a premium. The balance is making sure residents know we care about them, and that we want to invest so they don’t see a decrease in quality of living. That means listening, managing impacts and continuing to make improvements that support residents as well as visitors.

With new development continuing, what priorities are guiding Sanford’s approach, and what advantages does the city bring to the table?

We have probably the most affordable housing in Seminole County, and our focus is on commercial and industrial development. Sanford has assets other cities in the county don’t have.

We’re the only city in Seminole County that has an International Airport, the Orlando Sanford International Airport. We also have rail, plus an Amtrak AutoTrain station and Sunrail. We are located at the intersection of various major highways in Florida. This makes Sanford attractive for companies that may need rail service or air service, and it supports industrial and logistics-oriented uses.

What industries or sectors are you most focused on attracting, and what is a project you  are excited about right now?

Primarily industrial. Industrial increases the tax base and provides employment, and that’s a key objective for us. We appreciate the fact that businesses see Sanford as an attractive place to establish operations, whether that’s a warehouse or a production facility.

One example is a company that makes trading cards. They’re building about a 100,000-square-foot facility. They’ve had the groundbreaking, the walls are up, and we’re looking to have it occupied in the coming weeks.

Are there any major developments you want readers to know about that we didn’t cover?

We have a mall that has seen a decline because of online retail and other changes, just like a lot of malls throughout the country. A major development for us is that a new Costco is coming to Sanford as part of a redevelopment of the mall area. We’re really looking forward to that investment and what it signals about the continued momentum we are seeing in Sanford.

What message would you want regional business leaders and site selectors to take away about Sanford?

Sanford is on the move. We’re a dynamic, exciting city, focused on the fundamentals that matter for long-term growth, including infrastructure, quality of life and a balanced tax base.

As we keep investing downtown, expanding recreation connections and positioning sites for industrial and commercial growth, we think Sanford will continue to be a place where businesses can grow and residents can thrive.

Want more? Read the Invest: Greater Orlando report.

April 2026 — Invest: sat down with Rebekah Arthur, president and CEO of the Seminole County Chamber, to discuss the organization’s recent momentum, evolving priorities, and Seminole County’s position within Central Florida’s growth landscape. Arthur reflected on a year marked by national and statewide recognition, expanded engagement initiatives, and a sharpened focus on advocacy. “We’re placing a strong emphasis on advocacy, because when the business community grows, it positively impacts nonprofits, schools, and overall quality of life,” Arthur said.

Over the past year, what major changes have most impacted the chamber, and in what ways?

2025 was an exciting year for us. In March, we were named a five-star chamber by the U.S. Chamber of Commerce, which is the highest ranking we can receive. We’re one of a small number of chambers in Florida with that designation, and it validated the work our team has been doing to serve members at a very high level.

More recently, we were recognized as Chamber of the Year in our budget category by the Florida Association of Chamber Professionals. Both honors helped build momentum and gave our members something to celebrate with us. They also reinforced that we’re moving in the right direction while pushing us to continue raising the bar.

You’ve introduced initiatives like the new West Seminole Council. How do these efforts strengthen member engagement?

We’ve been looking at expanding into that area for more than a year, and the West Seminole Council gives us another way to serve a growing part of our region. It helps connect businesses based there with one another, as well as with community leaders who want to be invested in that side of the county.

This council will be our eighth area council, launching on Feb. 2, 2026. It’s about meeting members where they are and recognizing that different parts of the county have different needs. As Seminole County grows, localized engagement becomes even more important.

From your perspective, what makes Seminole County an ideal location for businesses and new investment?

Seminole County is a special place. We’re close to Orlando and the theme parks, but we’re also close to Volusia County and the beaches, which gives businesses and employees access to a wide range of lifestyle options. That balance is a big advantage.

We also have A-rated schools and a growing community, which are critical factors for companies looking to relocate or expand. Connectivity is another strength. We have an international airport in Seminole County, which adds convenience and access for business travel and logistics.

On a personal level, I was born and raised here, so I’m deeply passionate about the county. I’ve seen firsthand what makes it work, and I believe there’s still significant opportunity for smart, sustainable growth.

Talent and workforce development are top concerns across Florida. How is the chamber supporting employers in this area?

Workforce development is a major focus for us, and partnerships play a central role. We’re located on a Seminole State College campus and are strong supporters of the institution. Two of their leaders serve on our board, and they’re very focused on aligning education and training with employer needs.

We also benefit from proximity to UCF, which expands the talent pipeline. Businesses want to help shape programs that prepare students for real-world roles, and these close relationships make that possible.

At the K–12 level, we launched our first “State of Our Schools” annual luncheon with Seminole County Public Schools, the school board, and the Foundation for Seminole County Public Schools. It features the superintendent’s annual address and highlights magnet programs and career-focused tracks. Workforce readiness starts early, and we want businesses connected to those efforts from the beginning.

What key trends are shaping Seminole County’s business environment, and how is the chamber helping members navigate them?

Seminole County continues to see strong business formation and growth, particularly among small and mid-sized companies. Our role is to support that momentum by providing resources, tools, and meaningful connections.

We’re also seeing increased manufacturing activity, which adds depth and resilience to the local economy. At the same time, incubator programs are helping foster emerging technologies and new industries, signaling a diversifying business base.

Information and connection are critical as businesses navigate change. We focus on making both accessible so members can adapt, collaborate, and seize new opportunities.

Community engagement is a defining strength of Seminole County. How is the chamber reinforcing that through advocacy and partnerships?

Connections are at the heart of everything we do. Our logo is a tapestry because it represents how working together strengthens not just individual organizations, but the entire community.

We prioritize connecting businesses, nonprofits, and community leaders. When employees are engaged in their community, they’re more invested, and retention improves. Those relationships matter.

This year, we launched a new advocacy section on our website to help businesses better understand how to engage and advocate effectively. We also introduced a YouTube series called ”Chamber Works,” where I spend a day working in local businesses, from the zoo to a florist. It’s a way to showcase industries and highlight the ripple effects one business can have across the local economy.

Looking ahead, what are your top priorities for the Chamber over the next two to three years?

We released our five-year strategic plan earlier this year, and our mission remains consistent: supporting businesses, providing resources, and advocating on their behalf. What evolves is how we deliver on that mission.

We’re placing a strong emphasis on advocacy, because when the business community grows, it positively impacts nonprofits, schools, and overall quality of life. We’re also focused on helping new businesses connect quickly with the right resources and relationships so they can succeed.

There’s nothing out of the blue, but there is a clear commitment to building on what’s working, expanding thoughtfully, and adapting our approach to meet the changing needs of our members.

Want more? Read the Invest: Greater Orlando report.

April 2026 — Invest: sat down with Pedro Turushina, president and CEO of the Hispanic Chamber of Metro Orlando, to discuss how the chamber is strengthening partnerships, expanding supplier diversity, and preparing Hispanic-owned businesses for a more competitive, globally connected Central Florida. “We are that bridge that connects corporations, understands their needs, and then brings that information back to our members,” said Turushina.

How would you describe the past year for the Hispanic Chamber of Metro Orlando, and how does that experience reflect the broader business climate in Central Florida?

This past year has been about intentional growth. We strengthened key partnerships, elevated our programming, and were ranked the No. 2 chamber in the region and identified as one of the most engaged large chambers in our region. That recognition speaks to the commitment of our members and the momentum we’re building.

Across our industry, we’re seeing a strong push toward digital transformation and hybrid event models. Our move to offer both in-person and virtual access to events reflects exactly where the business community is headed. Engagement levels today demand organizations that are more creative, more connected, intentional, and genuinely helpful to the people they serve. We are proud to be leading in that direction.

We launched the Young Entrepreneurs Leadership Academy for ages 19 to 25, which is already empowering the next generation of leaders. It exposes young professionals and entrepreneurs to the community, to opportunities, and to the mindset they need to advance or launch their own businesses. Our recent Executive Mission trip to Spain played a key role in supporting and welcoming the launch of Iberia’s flight between Orlando and Madrid — a major win for our community. This milestone strengthens economic ties between Central Florida and Spain and opens doors to expanded international business and trade opportunities for the region. 

Building on that momentum, our expanded partnership with Walmart allowed us to co-host the Walmart Road to Open Call, bringing 30 local, product-based entrepreneurs into the national spotlight. Six of them earned the coveted Golden Ticket, opening the door for their products to be placed on Walmart shelves nationwide.

Another highlight is simply being selected as one of only two Southeast regional economic development organizations to host that open call. It speaks to the confidence partners have in our ecosystem and to how strong and opportunity-rich the Central Florida economy is right now.

What are you doing to increase business owner engagement in public policy and elected roles?

We’re heading into a period of significant change in our local political climate. Between 2026 and 2027, we expect a wave of new leaders at the city, county, and state levels, so our role is to be a reliable, unbiased platform where our community can access clear information about what’s changing, who the candidates are, and what they stand for.

One of our signature efforts is the Hispanic Political HobNob, where we bring candidates and information directly to our members and create space for meaningful dialogue. We also partner with the supervisor of elections to offer a voting “simulacro,” or mock election, so participants can practice the process and become more comfortable with the latest election technology and procedures.

In parallel, our Hispanic Business Advocacy Group regularly hosts elected officials and leaders from key government departments, gathers their priorities and uses that input to shape our advocacy agenda on issues that affect small business. All of this is about being intentional in building ties with both current and future leaders so that Hispanic-owned businesses have a strong, informed voice in policy discussions.

How are you modernizing or expanding your programs to help Hispanic-owned businesses secure larger procurement and contracting opportunities?

We’re navigating a shift from a traditional minority-business enterprise framework toward a broader small-business enterprise framework. As standards evolve, this transition  has created an opportunity to refine our programming making it  more inclusive while still aligned with Central Florida’s changing expectations.

We already had a strong foundation in place through our Supplier Development Academy and a matchmaking expo in place, where corporations with open procurement are intentionally connected with members who are ready to compete for those contracts. Now we’re fine-tuning the academy and the expo to elevate more members to that level of readiness. This means equipping our members with the knowledge and tools they need to compete for contracts while also listening closely to corporations about their specific needs and expectations.

On both sides, we’re serving as the connector. We are that bridge that connects corporations, understands their needs, and then brings that information back to our members. A powerful example comes from our most recent academy cohort. Nineteen companies graduated, and one of them was a dance studio that secured contracts with five corporate members from different industries. It’s a reminder that supplier development isn’t limited to one or two sectors; any industry, service or product can fit into these programs if the business is prepared. The Walmart initiative reinforces that point by bringing product-based entrepreneurs into the supplier conversation and broadening the definition of opportunity.

What challenges are your members facing, and how is the chamber helping them navigate this environment?

One of the biggest challenges I’ve heard from our members this year is economic uncertainty. When it’s not clear what’s happening at the national level, entrepreneurs can become hesitant about making big decisions, whether that’s accessing capital, expanding, hiring, or even starting a new business.

Our role is to ground them in the reality of our region. If you look at the numbers, Central Florida has a very strong economy that supports business growth. One in every four businesses here identifies as Hispanic, and that data matters. It shows that it is possible to launch, grow and scale a business in this market.

To support that, we focus on providing knowledge and practical tools. We developed a capital access program, for example, that we delivered in Spanish in Osceola County because we knew there was a specific need there. Helping entrepreneurs truly understand how to access capital — in their own language and in their own community — is critical.

We’ve also recognized that we live in a hybrid world, and keeping members engaged across that landscape is a top priority. We launched what we call the Movement, a series of tech-enabled touchpoints throughout the year, including webinars and downloadable resources. If an entrepreneur is running a business during the day, they can come back after hours, log onto our website, access tools and stay connected to the chamber on their own schedule. Another challenge is the competitive sponsorship landscape, and we’re turning that into opportunity by crafting unique, value-driven packages that clearly demonstrate the Chamber’s impact and regional influence.

What new workforce or training initiatives are you expanding for 2026, and what impact are you seeing so far?

Workforce development continues to be a central focus. I often point to the Young Entrepreneurs Leadership Academy, as the program is moving the needle by shaping the next generation of leaders who will drive our regional economy.

At the same time, we’re constantly listening to our corporate members about their workforce needs. Over the past year, we’ve  consistently heard about shortages in specific key trades and professions — such as nursing, welding, construction, bookkeeping and more — and we actively share those insights with our higher education partners.

The encouraging news is that our colleges and universities are highly receptive to adjusting their programs to meet this demand, whether that means refining technical programs like welding or expanding capacity and offerings in nursing. Our role is to ensure everyone understands the needs clearly and that our members understand what opportunities are emerging as programs evolve.

As you look ahead, what are your top priorities for the chamber in 2026 and over the next three to five years?

We’re very optimistic about where we’re headed. We expect continued membership growth, which is a priority, as are intentional regional economic initiatives that align with the broader direction of Central Florida, and a sharper focus on one theme: Empowering  If I had to choose one word for 2026, it would be “empowerment.”

Empowerment is one of our core values, and it captures what we want to accomplish: empowering our members, our constituents, and our staff giving them the tools,  connections and visibility they need to succeed regardless of economic conditions. We’ll continue empowering our partners and stakeholders and strengthening our organization from within. Economically, Central Florida is still growing, and we’re positioning ourselves to remain the leading voice supporting Hispanic businesses in that growth.

We want to sustain and enhance the programming we already have and make sure that everyone we touch is elevated to a new level over the next three to five years and beyond.

On a personal note, I started as a young entrepreneur myself at 22, and 15 years later I have the honor of serving in this role. That journey is what we want for our members: to look back in a decade and see how far they have progressed. Our goal is to keep creating economic impact in Central Florida, not just for the Hispanic business community, but for the entire regionSimply put, we see the year ahead as a year of opportunity– if we stay proactive and continue building strong community support.

Want more? Read the Invest: Greater Orlando report.

April 2026 — Invest: spoke with Tanisha Nunn, president and CEO of the African American Chamber of Commerce of Central Florida, about helping entrepreneurs scale amid shifting market conditions. “We’re not looking at doing just short-term programming to check the box, we’re looking for long-term impact,” Nunn said.

How would you describe the past year for the African American Chamber of Commerce of Central Florida, and what does it suggest about the region’s business climate?

The past year has been affirming. We celebrated 80 years in 2025. We were founded in 1945. At the same time, we have felt many of the same pressures other business-support organizations are experiencing, from rising costs to tighter capital and workforce challenges.

One of the biggest shifts is that businesses are no longer looking for networking alone. Members want access to expertise, practical guidance, and measurable outcomes. They want to know what the impact is in their business and in their community.

That is why we are leaning into what we see working across the chamber industry: being data-informed, partnership-driven, and focused on long-term results rather than short-term programming. We’re not looking at doing just short-term programming to check the box, we’re looking for long-term impact. For us, that also means strengthening our operational infrastructure and prioritizing quality over quantity.

A clear example is Accelerate Central Florida, also known as ACF. We graduated our third cohort in November. It is an eight-month program where business owners meet every two weeks, complete work in between sessions, and receive mentorship and peer groups with other CEOs. We follow these businesses after the program to see how they scale and grow, because impact has to extend beyond the classroom.

How do those priorities reflect the strength and evolution of the African American business community in Central Florida?

Central Florida is diverse, and while we are the African American Chamber of Commerce of Central Florida, anyone can join. That openness shows up in our membership, which includes small businesses, midsized firms, established companies, corporations, government entities, and community partners. It is a meaningful public-private ecosystem.

That ecosystem matters because it becomes a support system for entrepreneurs and young professionals, not just a calendar of events. It also reflects the broader reality of the region. Orlando and Orange County are known for tourism, but the economy is much more layered, and the business community is evolving alongside it.

Beyond tourism and tech, what sectors are gaining momentum, and what does that say about diversification?

Food and beverage is growing, including more fine dining and national recognition that is bringing new visibility to the region. We are also watching momentum in film, with incentives and an interest in bringing more productions to Orlando.

Education continues to be a strong foundation for the talent pipeline. The University of Central Florida is a major hub, and FAMU College of Law is also located here in Orlando. Arts and culture remain an anchor as well, with institutions like the Dr. Phillips Center attracting world-class performances. When you look at all of that together, it shows Central Florida’s economy is broader than any single identity.

How has population growth reshaped opportunities and pressures for small businesses?

Small businesses are the cornerstone of any community. When we support them, we keep dollars in our communities, create local hiring pathways, and strengthen the nonprofits, schools, and neighborhood organizations they support.

At the same time, growth brings pressure. We are seeing rising operating costs, tighter capital markets, and evolving consumer behavior that can make forecasting difficult. Workforce challenges add another layer, because employers of all sizes are competing for talent. These dynamics raise the stakes for being strategic and solution-oriented, which is why the chamber’s role becomes more important as the region expands.

What does it take for chambers and business organizations to stay relevant right now, and how are you measuring impact?

Relevance comes from being responsive to what business owners actually need. Networking still matters, but it cannot be the only value proposition. Businesses want access to subject matter expertise, coaching, and decision-makers who can help open doors. They also want accountability. If an organization says it is supporting businesses, owners want to see outcomes.

We measure impact by looking at what changes for the businesses we serve over time. For Accelerate Central Florida, that means staying connected with graduates and tracking whether they are building stronger operations, growing revenue, hiring, and positioning themselves to compete for larger opportunities. We also look at whether members are gaining access to procurement pathways, capital readiness resources, and partnerships that move the needle, not just programming that fills a room.

That approach influences how we build our calendar and our partnerships. It is not about hosting the most events. It is about delivering the right events and the right resources, supported by partners who are aligned with long-term growth.

How is the chamber working with local and state partners to help members navigate workforce and policy challenges?

We stay at the table locally and we advocate at the state level in Tallahassee. A key focus is procurement. We work to ensure small businesses have real opportunities to bid for contracts and understand what it takes to compete effectively.

On workforce, we partner with organizations that are building practical bridges between employers and talent. CareerSource Central Florida is a strong example. They offer youth work experience programs and placement support that helps employers bring people on, assess fit, and build capacity. We have used those programs ourselves, and they are meaningful tools in a challenging labor environment.

Where do you see succession planning and access to capital intersecting for business owners who want to build generational stability?

Succession planning is essential, no matter the size of the company. It is one of the clearest ways businesses build generational wealth. That can mean tapping a successor within the family or within the organization, or building the business to a level where it can be sold when the owner is ready to step away.

Access to capital remains a priority, but funding alone is not enough. Capital has to be paired with technical assistance, planning, and coaching. That is why programs like Accelerate Central Florida matter. The goal is not simply to connect members to funding, but to help them build the readiness and capacity to use that capital well.

With the chamber’s 80-year milestone, what are your top priorities over the next two to three years?

We are optimistic. Central Florida continues to show strong fundamentals, including population growth, innovation, and entrepreneurial energy, even as economic headwinds remain.

For us, the priority is to deepen impact rather than expand for expansion’s sake. We want to help more businesses become long-standing, viable companies that keep their doors open, strengthen their operations, and create stability in the community.

Accelerate Central Florida will remain central to that work. We focus on businesses with at least $250,000 in revenue and help them build the capacity to scale. Many entrepreneurs work hard inside the business and do not have the time or structure to work on the business. Our job is to help close that gap through resources, accountability, and partnerships that contribute to a resilient and inclusive regional economy.

Want more? Read the Invest: Greater Orlando report.

April 2026 — In an interview with Invest:, John Cox, director of economic development for the city of Deltona, discussed how the city is capitalizing on Central Florida’s rapid population growth, expanding its healthcare and logistics sectors, and working toward the long-term goal of creating a downtown district. “Ultimately, success will depend on identifying our niche and pursuing it with determination,” Cox said.

What recent milestones have had the biggest impact on Deltona’s economic development, and how do they reflect broader trends across Central Florida?

The population growth we are seeing in Florida overall — and Central Florida in particular — is more like a boom. Deltona is benefiting from that because of our location. We are about the same distance from Daytona Beach as we are from Orlando, so we are effectively positioned within both metro areas.

We also have direct access to two major transportation corridors, Interstate 95 and Interstate 4. Those are extremely busy highways, and that connectivity makes the region attractive for logistics, warehousing, and distribution projects. We are also not far from Tampa, which strengthens our regional connectivity even further.

As a result, we are seeing a lot of investment in logistics and distribution facilities. Amazon has been a major player in that growth. About five years ago, Amazon opened its first million-square-foot facility in Deltona, and earlier this year it opened a second million-square-foot warehouse here as well. We are currently reviewing another proposal for a distribution facility of similar size.

Healthcare is another area experiencing strong growth. Halifax Health, which is affiliated with UF Health, is expanding its presence in Deltona. The organization is planning a $30 million investment that will add 19 emergency room beds and 31 inpatient beds while expanding the existing five-story facility and creating space for additional medical offices.

We are also seeing activity from other healthcare providers. Cora Physical Therapy recently selected Deltona for a new facility, and another company, Nu Health, is evaluating the city for a potential location. Healthcare is clearly becoming a key component of our local economy.

On the retail side, the growth in quick-service restaurants reflects both population growth and consumer demand. Over the past year we have added or attracted brands such as Starbucks, Dairy Queen, Dutch Bros, Jersey Mike’s, Wendy’s, and Culver’s. At the same time, we are actively recruiting a larger sit-down restaurant concept — something that can serve as a community gathering place and accommodate several hundred guests.

Residential development has also been significant. Both multifamily and single-family projects are expanding.

All of this growth puts pressure on transportation infrastructure, so we anticipate additional transportation projects will be needed to support the city’s continued expansion.

Another important milestone for Deltona is the city’s effort to create its first true downtown district. The city was incorporated in the mid-1990s, but it never developed a traditional downtown or central gathering area. The mayor and city commission are now exploring locations for a walkable mixed-use district where people can live, work, and socialize. That project will help bring a stronger sense of place and community to Deltona.

Beyond healthcare and residential development, what industries present the strongest opportunities for Deltona as it expands its economic base?

Our economic development targets align closely with those of Volusia County through our regional initiative, Team Volusia. One of our priorities is attracting corporate headquarters. We would love to see more companies base their operations in Deltona.

One example already here is Nutty Bavarian, a company known for its roasted nut products found in shopping malls around the country. The company’s headquarters is located right here in Deltona, and it’s a great example of the kind of business we want to continue attracting.

We also see opportunities connected to the aerospace and aviation industries. Embry-Riddle Aeronautical University is located nearby and plays a major role in aviation and aerospace innovation. Because of that ecosystem, we believe Deltona can attract companies that support those sectors.

Recently we spoke with a potential investor from Australia that operates in the space industry. They are exploring potential U.S. locations. While rocket launches happen along Florida’s Space Coast, there are many other functions — engineering, manufacturing, logistics, and support services — that could be located in a city like Deltona.

We regularly attend industry events such as SpaceCom in Orlando to connect with companies that might be interested in locating here. Those conversations help us showcase Deltona as a strategic location for companies connected to aerospace, aviation, and emerging technologies.

With rapid population growth across Central Florida, how is Deltona positioning itself to compete for investment in infrastructure and workforce development?

Volusia County has added roughly 100,000 residents over the past decade, and Deltona has certainly felt that growth. One statistic that highlights our workforce potential is that approximately 20% of Volusia County’s workforce lives in Deltona.

Many of those workers commute to other cities such as Daytona Beach, Port Orange, New Smyrna Beach, or DeBary. That means we already have a strong workforce base — it simply works outside the city today. Our goal is to attract more employers so those residents can work closer to home.

Education and workforce training are key to that strategy. Right next to Deltona City Hall there is a campus of Daytona State College that offers programs in fields such as HVAC, welding, cosmetology, and other skilled trades. Those programs are producing a pipeline of talent for local employers.

We are also seeing a growing entrepreneurial culture across Volusia County. One example is a local entrepreneur who launched a healthy food and smoothie business called Healthy Haus. That type of grassroots entrepreneurship is extremely valuable for building a resilient local economy.

To support new ventures, the county hosts the Volusia Innovation Challenge. Entrepreneurs with early-stage business ideas compete in a pitch competition, and the winner receives $10,000 to help bring their concept to market. Initiatives like that help encourage innovation and keep new businesses rooted in the region.

How important is regional collaboration to Deltona’s economic development strategy?

Collaboration is essential. Much of our business recruitment work happens through our partnership with Team Volusia, which serves as the primary marketing and recruitment organization for economic development in the county. We travel with them to industry conferences such as SpaceCom and ICSC to promote the region to potential investors.

We also work closely with the county’s economic development office and its Volusia Business Resources portal. That online platform provides guidance for entrepreneurs on financing, site selection, and other aspects of starting or expanding a business.

Another important aspect of collaboration is business retention. We want the companies already located in Deltona to stay and grow here. If they expand elsewhere in the county, that is still beneficial, but our goal is to keep the economic base within Volusia County rather than losing it to another region.

Educational institutions are also key partners. We work with organizations such as Daytona State College, Embry-Riddle Aeronautical University, and Stetson University. In addition, our local school system plays a critical role in preparing the workforce of the future. As I often say, the future of economic development depends on excellence in education today.

Looking ahead five years, what are the top priorities shaping Deltona’s economic development strategy?

Investing in education will continue to be a top priority. One program we are particularly proud of is our summer internship initiative. High school students can work in various city departments — public information, finance, planning and zoning, and others — gaining real-world experience while learning how local government operates.

Technology will also remain a central focus. The pace of technological change is accelerating, and communities must keep up. Businesses are increasingly using advanced tools and automation to complete tasks faster and more efficiently, which is transforming the way industries operate.

Transportation and logistics will continue to be important as well. Deltona benefits from access to major highways and multiple nearby airports, including Orlando International Airport, Daytona Beach International Airport, and Orlando Sanford International Airport. Those connections make it easier for companies to move goods and services to market.

Ultimately, success will depend on identifying our niche and pursuing it with determination. By investing in education, embracing technology, and strengthening regional collaboration, Deltona can continue building a more diversified and resilient economy while maintaining the quality of life that attracts residents and businesses to the city.

Want more? Read the Invest: Greater Orlando report.

April 2026 — Invest: spoke with Tim Giuliani, president and CEO of the Orlando Economic Partnership (OEP), about the region’s economic performance, sector diversification, and global ambitions. “We continue to outperform the United States. We continue to outperform the state of Florida,” Giuliani said, pointing to steady job growth, rising business confidence, and Orlando’s evolution into an international, innovation-driven metro.

How would you describe the past year in terms of Greater Orlando’s economic development momentum?

Orlando continues to outperform the United States and  the state of Florida. Relative to national and statewide economic conditions, Orlando continues to stand out.

Last year was a slower job growth year across the country, and we certainly experienced some slowdown in Central Florida as well. However, our job growth still outpaced what we are seeing nationally and statewide. Even in a more cautious economic environment, the fundamentals here remain strong, and that relative performance matters when companies are comparing markets.

With roughly 1,000 new residents arriving each week, what changes have been most visible in the region’s economic profile?

The standout sector in 2025 was education and healthcare. That is where we saw the most growth, with more than 10,000 jobs added during the year. This came despite the United States experiencing its weakest year of job growth since the pandemic.

Population growth continues to fuel demand for services, talent, and infrastructure. Education and healthcare expansion reflects both the needs of a growing community and the long-term investments being made in the region’s workforce and quality of life. It also signals that employers serving residents, patients, and students are scaling alongside the region, which is an important indicator of durable momentum.

Technology was previously identified as a major growth driver. How has that sector evolved, and what other sectors are shaping the region?

Most of the slowdown we experienced was concentrated in more consumer-driven sectors. Education, healthcare, and technology continued to help move the region forward, even as the economy cooled in areas that are more sensitive to interest rates and discretionary spending.

Central Florida’s technology sector remains one of our strongest assets. We have approximately 80,000 people employed in tech across the region, which is more than the number of employees at Walt Disney World. A significant portion of that activity is concentrated in modeling and simulation, defense, and gaming. That mix also speaks to the way Orlando’s legacy strengths, from entertainment to advanced training environments, have translated into modern tech capabilities.

Because much of this work is tied to defense and operates under confidentiality agreements, it does not always generate public visibility. As a result, the technology ecosystem here is larger and more sophisticated than many people realize. From an economic development standpoint, that creates an opportunity to tell a more complete story about the region’s innovation base, even when specific projects and contracts cannot be discussed publicly.

How has business confidence evolved, particularly among small and midsized businesses?

We measure business confidence quarterly through our regional business conditions survey. In the final quarter of 2025, we saw a rise in business confidence locally.

That is notable given the volatility at the national level and the decline in confidence across the broader U.S. economy. Locally, businesses appear to believe that we have weathered the slowdown better than many other regions. That optimism is reflected in their outlook and hiring intentions, and it also suggests that companies are still seeing opportunity in the region, even while they are being more disciplined in other markets.

Have recent relocations and expansions by large firms influenced that sentiment?

Yes. We continue to see strong interest from companies looking for markets that are outperforming and offering a growing workforce.

Last year, BNY announced a major expansion into Orlando. Charles Schwab announced the hiring of several hundred employees locally. Novartis also announced a $75 million facility in Winter Park. These investments, particularly in financial services and life sciences, reinforce Orlando’s appeal as a competitive business destination, and they help broaden the perception of what industries can scale here.

As our population and workforce continue to grow, companies recognize the opportunity to build teams, serve customers, and invest for the long term. When employers see a market that is adding talent, maintaining confidence, and continuing to diversify, it supports the case for expansion decisions.

How is OEP positioning Orlando as a place not only to do business, but also to live and build a career, especially in a competitive national landscape?

A few years ago, we partnered with Visit Orlando to create a unified brand, Unbelievably Real. The goal was to showcase the unique experiences that define Central Florida, whether that is immersive entertainment, cutting-edge space and technology work, or access to recreational activities and world-class dining.

Today, we jointly promote Orlando not only as a tourism and meetings destination, but also as a place for talent. Quality of life has become a central component of economic development strategy, because employers increasingly follow people, and people increasingly evaluate places through the lens of lifestyle, culture, and opportunity.

One of the highlights has been the rise of our culinary scene. Orlando’s diversity is reflected in its restaurants, with international cuisine and a growing number of Michelin-recognized establishments. The cultural vibrancy contributes to workforce attraction and retention, and it also helps reposition Orlando as a metropolitan, international destination. That internationalization has become more evident over the last couple of years, and the food scene is one of the clearest examples.

Orlando’s global connectivity has also expanded. How significant is that for the region’s future?

It is very significant. For example, a new charter flight connecting Orlando and Tokyo recently launched, marking another step in strengthening our ties with Asia.

Air connectivity is critical for both tourism and business. As Orlando expands its global reach, it reinforces our position as an international city and strengthens trade, talent mobility, and corporate investment. It also helps support the broader narrative that Orlando is not only a domestic growth market, but a region that is building stronger relationships with global partners.

How are you partnering with higher education institutions to support workforce development and long-term growth?

The University of Central Florida has been especially proactive. The university recently launched an AI institute and has entered into a partnership with BNY tied directly to the company’s expansion in Orlando.

BNY is not only establishing a major corporate presence here, but also investing on the university’s campus to help train and develop its future talent pool. Students will move through programs designed to align directly with industry needs, creating a clear pipeline from education to employment. In practice, that means employers can plan growth with more certainty, and students can see a direct connection between their coursework and career options.

This kind of collaboration benefits both employers and students. Companies gain access to a steady stream of skilled graduates, and students gain meaningful career opportunities within the region. We expect hundreds, and eventually thousands, of students to participate in these programs over time, and partnerships like this can become a model for how Orlando continues to align higher education with fast-changing industry needs.

Looking ahead to 2030, what is your outlook for Orlando?

We see Orlando continuing to evolve into an international city with aspirations to be recognized as one of the global creative capitals of the world.

Our theme parks and immersive entertainment industries are well known, but the creative workforce that powers those experiences extends far beyond tourism. That same talent contributes to technology, simulation, gaming, and large-scale creative events like Immerse in downtown Orlando, which transforms the city into a multi-day arts and innovation experience. These assets reinforce a broader competitive advantage: Orlando has a deep bench of creative and technical talent that can be applied across industries.

We are a destination that attracts people who want to live where they vacation. At the same time, business growth has kept pace with that appeal. Our unemployment rate continues to outperform the state and national averages, and we anticipate continued corporate investment as our higher education institutions expand programs tailored to employer needs.

The momentum we are seeing today, across job growth, global connectivity, innovation, and quality of life, positions Orlando for sustained growth. We expect that trajectory to continue, reinforcing our standing as a diverse, internationally connected, and economically resilient metro.

Want more? Read the Invest: Greater Orlando report.