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 — In an interview with Invest:, Amanda Livermore, founding president and CEO of Cristo Rey Orlando High School, discussed the school’s growth since opening and its unique model that blends academics with real-world work experience. “When education is tailored to the individual student and connected to real opportunities, their potential truly comes alive,” Livermore said.

How would you describe the past year for Cristo Rey Orlando High School, and how does that reflect broader trends in education and workforce development?

This has truly been a year of growth for us. We began our feasibility study in April 2022, asking two key questions: Would the business community support our model, and would families want this unique opportunity for their students? Because all Cristo Rey students work while attending school, strong partnerships with businesses are essential. At the same time, we needed to understand whether families were looking for a different type of educational pathway.

Since that early stage, the focus has been on building relationships with both groups. When we opened our doors in July 2025 for our founding freshman class, we welcomed 122 students, which was a wonderful outcome for our first year. We are already seeing strong interest and applications for the next class, which signals that families recognize the value of combining college preparation with real-world work experience.

Community support has also grown tremendously. Early on, we were presenting the concept and pointing to the success of Cristo Rey schools around the country. Now, people can visit the campus, meet our students, and see the model in action. When corporate partners and philanthropic supporters interact with our freshmen, they often say they cannot believe these students are only in ninth grade because they already demonstrate such professionalism and confidence.

The most exciting growth has been among the students themselves. When they arrived in July, many were shy and did not know one another. Within just a few months, they have become confident young people who shake hands, look adults in the eye, and engage in meaningful conversations about their work. They are proud of their roles in partner companies and are beginning to understand that they belong in those professional environments. That shift in mindset changes how they approach their education and their future.

How has Orlando’s expanding business landscape influenced your program and model?

Our corporate work-study team stays in constant dialogue with our partner companies to understand what skills employers need most. We regularly ask questions such as: What skills do you wish employees had when they started with you? Where do you see gaps?

The Orlando Economic Partnership has also published valuable research about future workforce needs, which was extremely helpful during our feasibility study. That information highlighted industries such as technology, healthcare, tourism and hospitality, and construction and engineering as areas with significant workforce demand.

Today, we have partnerships with several major healthcare organizations including AdventHealth, Orlando Health, and Nemours, as well as smaller healthcare providers such as JMJ Pregnancy Center. Many of our students are already exploring healthcare careers through those placements.

We also have students working with architecture, engineering, and construction firms where they are gaining exposure to tools like CAD and assisting on projects. These experiences allow students to explore different career paths early. Sometimes they discover that a field excites them, and sometimes they realize it may not be the right fit. Both outcomes are valuable because they help students make more informed decisions about their futures.

At the same time, we are developing transferable skills on campus. Every student takes a leadership class daily where they learn practical workplace competencies such as presentation skills, professional communication, and how to manage calendars and emails. Many are also learning technical tools like Excel, and some have already earned QuickBooks certifications. These skills are applicable across industries and help prepare students for any career path they choose.

How are you exposing students to emerging industries such as aerospace and advanced technology?

We are continually expanding our partnerships to reach new industries that are growing in the region. In our first year, we relied heavily on the relationships of our founding team and board members to build our corporate partner network. Now that Cristo Rey Orlando is becoming more visible in the community, it is easier to connect with companies in additional sectors.

Even when students are not yet working directly in a particular industry, we bring professionals into the school to introduce them to those fields. For example, representatives from Lockheed Martin recently visited campus to speak with our students about aerospace careers and a team from Accenture offered an engaging presentation about utilizing AI in the workplace.

We also host hands-on learning opportunities. On Fridays, students can participate in programs within our Florida Blue Innovation Lab, where they explore emerging technologies. One popular activity has been drone piloting, where students learn the math and technical concepts behind operating drones. It is a practical way to connect classroom subjects like mathematics with real-world applications and potential career paths.

These experiences allow students to see how different industries operate and begin imagining themselves in those roles in the future.

How does Cristo Rey Orlando’s model address barriers to educational access while preparing students for long-term success?

Cristo Rey schools are specifically designed to serve under-resourced students and families. Our admissions process includes an income qualification to ensure we are reaching families who might not otherwise have access to a private college-preparatory education.

Beyond academics, we work to remove other barriers that could interfere with learning. We are partnering with AdventHealth and True Health to open a full-service clinic on campus that will provide dental, medical, and mental health services for our students and their families. Having those resources available on-site reduces the time and logistical challenges families face when seeking healthcare.

We are also addressing food insecurity. Through a partnership with Nemours, we operate a nutrition lab and market where families can select groceries through an app at no cost. Students take those groceries home at the end of the week, ensuring families have access to healthy food while maintaining dignity and choice.

Transportation is another major barrier. We provide daily bus service across a wide geographic area, across three counties of the Metro Orlando area, bringing students to school and to their workplaces. Students receive breakfast, lunch, and snacks at no cost while on campus. This comprehensive support allows them to focus on learning and professional development rather than worrying about basic needs.

What challenges are schools facing today, and how is Cristo Rey approaching them differently?

One of the biggest questions in education today is how people actually learn. Traditional systems often rely heavily on lecture-based instruction, yet research shows that students learn best when they are actively engaged and when learning is personalized.

At Cristo Rey Orlando, we begin by asking what success can look like for our students after graduation. We want them to have real options: the ability to succeed in college, enter the workforce, or pursue other professional pathways. Working backward from that goal allows us to design an educational experience that truly prepares them.

Our academic team meets weekly to review student performance and identify any gaps in learning immediately. If a student struggles with a concept, we address it right away rather than waiting until the end of a grading period. Our schedule includes a dedicated time block called “Hub,” where teachers can reteach concepts and reassess students who need additional support.

Our classrooms are intentionally designed to be active and collaborative. We use flexible furniture so teachers and students can move easily and work together in different configurations. Instead of long lectures, students participate in discussions, projects, and peer teaching.

Combined with the corporate work-study experience, this approach creates two complementary learning environments: the classroom and the workplace. Both reinforce each other, helping students connect academic knowledge with practical application.

It is demanding work, but the results are extraordinary. In just a short time, we have seen our students grow academically, professionally, and personally. When education is tailored to the individual student and connected to real opportunities, their potential truly comes alive.

Want more? Read the Invest: Greater Orlando report.

April 2026 — Invest: spoke with Shaun Germolus, director of aviation at Kissimmee Gateway Airport, to learn about how the airport is strengthening its role as a general aviation reliever to Orlando International. From workforce pipelines to airfield upgrades and advanced air mobility, Kissimmee is positioning itself to support Central Florida’s long-term mobility and economic growth. “We’re here as the economic engine for our community, our region,” said Germolus.

Over the past year, what operational or financial shifts at Kissimmee Gateway Airport stand out?

We’re considered a general aviation reliever airport to Orlando International, which means we don’t have scheduled commercial passenger or cargo service and we don’t host routine military operations. Instead, we accommodate the traffic that would otherwise congest Orlando International’s mission — private aircraft, corporate jets, helicopter activity, and a substantial volume of flight training.

Kissimmee stands out through its workforce development ecosystem. We have multiple flight schools providing pilot training, Aviator College for aircraft mechanics and Avionica for avionics technician training, supporting everything from wiring systems to modern glass cockpit instrumentation. With industry-wide shortages of pilots, mechanics and even air traffic controllers, our goal is to expand these programs and deepen our role in developing aviation talent.

What constraints are you seeing on the workforce front, and how are you turning them into opportunities?

Central Florida is an easy place to recruit people to, especially for those coming from colder northern climates. That natural advantage helps us attract aviation professionals, students, and instructors.

To keep up with growing demand, we’re expanding strategically. Along the corridor between Dyer and Thacker Boulevard — our Dyer–Thacker Commerce Park — we’re exploring new facilities for additional flight training simulators, expanded maintenance, avionics programs and more classroom and laboratory space. These additions are essential to sustaining and scaling our workforce development initiatives.

In the past, you highlighted the Airport Master Plan as a roadmap for future growth. What progress have you made toward implementing its priority projects?

The master plan focused on optimizing our use of land within the air operations area, since we cannot expand runways due to surrounding roads, rail lines, and nearby businesses. We are strategically planning to redevelop more than 200 acres to primarily support aeronautical uses, create jobs and further enhance the economy.

This past year, we completed a major taxiway rehabilitation project. With roughly 70% of our pavement surfaces at least 20 years old, we also have a long-term plan for pavement replacement, lighting upgrades, and efficiency improvements.

One of the most significant steps forward was signing a memorandum of understanding with the Kissimmee Airport Development Company to study the redevelopment of our former 18-hole municipal golf course. Closed in 2018, that land is now being evaluated for aeronautical uses and job-generating development. The group is assessing surveys, environmental conditions, stormwater plans, grading and utilities to bring the property to a “site-ready” condition for construction. We expect a full report, including financial considerations, by March 2026, which will guide discussions for a master development agreement.

What successes over the past 12 months best demonstrate the airport’s contribution to regional economic development?

Between 2020 and 2024, we nearly doubled our fuel sales — a 90% increase — and saw a 24% rise in operations. Each operation represents a takeoff or landing, and we average approximately 400 operations per day each year. Our proximity to the theme parks and the Orange County Convention Center reinforces our value, but our training programs are equally important in supporting Central Florida’s aviation ecosystem.

We’re also in active conversations with companies to construct additional hangars for storage, maintenance, and flight support, including charter services. These projects would bring new direct and indirect jobs to the region.

A statewide economic impact study released in 2022, using 2021 data, found that Kissimmee Gateway contributed $946 million annually to the economy — now clearly above $1 billion. Many people don’t realize how much activity flows through this airport until they learn about our training centers, high volume of operations and ability to support 135,000 takeoffs and landings per year. We’re here as the economic engine for our community, our region.

What emerging trends in aviation are you watching most closely, and how is Kissimmee Gateway positioning itself around them?

Advanced air mobility, particularly electric vertical takeoff and landing aircraft, or eVTOLs, is one of the most interesting trends. We’re working closely with the Greater Orlando Aviation Authority and statewide partners to ensure we’re part of the emerging network as these aircraft move toward commercial viability.

As part of the redevelopment of the former golf course, we’re exploring the installation of a VertiPort. This would allow Kissimmee Gateway to host a regional air taxi system, potentially enabling trips across the region and even coast to coast within Florida. Our role would focus on training, maintenance, and operational support. It’s an exciting topic to watch over the next several years.

How is technology influencing operations at the airport today?

We haven’t deployed AI in a significant way yet, at least not as a formal initiative. Where technology is crucial right now is in tracking operations — accurately counting takeoffs and landings, understanding traffic patterns and using that data to inform planning and funding needs.

As AI-based tools become more practical for forecasting, maintenance, or customer service, we’ll explore where they can complement our operations.

With all these projects and the economic growth expected across the region, how are you shaping your strategy for 2026 and beyond?

Infrastructure is the foundation of our long-term strategy. Airfield rehabilitation and lighting upgrades are improving safety and efficiency for aircraft movements.

Another major milestone is our new air traffic control tower. The design is complete, and it’s now moving through the city’s review and permitting process. We expect to advertise for bids at the start of 2026 and then apply for construction funding. This modern tower will dramatically improve the efficiency of both ground and air operations.

We’re also supporting our fixed base operators who manage fueling, concierge services and ground transportation by aligning infrastructure investments with their needs and capacity.

As demand for private and business travel grows, how are you adapting the passenger experience and modernizing facilities?

Customer service is essential because travelers and pilots have options. We want every experience at Kissimmee Gateway to stand out. That begins with a welcoming interaction with our air traffic controllers, followed by excellent service on the ground.

One of our FBOs plans to expand into a new arrivals and departures terminal because the current facility has outgrown its space. The new terminal will provide improved amenities and create a more seamless and elevated experience. Our goal is to ensure visits to Kissimmee are efficient, welcoming and memorable — supporting tourism, business travel, and long-term economic growth.

Want more? Read the Invest: Greater Orlando report.

April 2026 — Invest: sat down with Deborah German, vice president for health affairs and dean of the University of Central Florida College of Medicine, to discuss how UCF is expanding healthcare talent pipelines, applying new technology responsibly, and building statewide training capacity amid tightening funding. “The point is not to build technology that looks good in theory, but to develop tools that clinicians can actually use,” German said.

How has the past year been for UCF’s College of Medicine, and how does that experience reflect the broader state of academic medicine and healthcare systems today?

The past year has been a year of great opportunity and great challenges. Every great challenge presents with it a great opportunity, and we have aggressively reached for those opportunities.

If I think about what has most impacted us, I would put it in three categories: human capital, technology, and capital. Human capital is our workforce and the mounting healthcare workforce needs. Technology includes AI, biotech, robotics and more. Capital is the actual dollars available for healthcare, education, and medical research. The world is moving very fast, and we have seen significant change in all three areas.

On the workforce side, we are all painfully aware of the need for an expanded healthcare workforce — doctors, nurses, physical therapists, social workers, you name it. That demand creates an opportunity, and at UCF we have seized it. We opened a new College of Nursing building on our Lake Nona campus, and nurses are now training right alongside doctors. We have built interprofessional education, and the College of Nursing has increased the number of students it can train by utilizing new space with new technology.

Training more physicians is harder because the infrastructure investment is so large, so we have focused on growing graduate medical education. When people graduate from medical school, they complete residencies and fellowships before they can practice. We partnered with HCA and created 46 residency and fellowship programs across Florida that are currently training more than 720 physicians. Those programs extend beyond one campus, and they help keep physicians in-state, because doctors are most likely to stay where they complete the final stage of training.

How are you approaching AI across education, research, and patient care?

We are using AI in all three missions of the academic health center: education, research, and patient care. We are using it to educate students, hospitals are using it for operational functions like scheduling, and scientists are using it for research. The question we ask is: how can AI make what we do better and less labor intensive, and how do we prevent AI from messing things up?

We cannot ignore AI and still prepare students for the world in which they will practice. If we graduate doctors who do not understand how to use AI or how it can fail, they will not function well in the future environment. So we teach it, we test it, and we use faculty and students to give feedback about what works and what does not.

What’s shifting in terms of research funding, and what does it mean for an academic health center?

We are in a critical moment for financial support, with changes in NIH funding affecting researchers. There will be fewer breakthrough treatments and fewer young men and women pursuing careers in research. Research is the foundation of academic medicine and without robust support, our progress will be slowed. 

Changes in clinical funding affect care. Patients in the affordable care network still need services. Academic health centers are often the safety net for those in need. Our students benefit from seeing the full spectrum of health and disease from patients across our community.

On the education side, federal loan limits for medical students mean many students will need to take on more private debt at higher interest. That changes how students make career decisions and how we support them. Across research, clinical care, and education, the pressure is real, and it requires constant problem-solving. UCF has been one of the least funded medical schools in the nation, so we have long been used to figuring out how to do more with less.

How does Orlando’s global connectivity shape the region’s role in preparedness for infectious disease research and pathogen surveillance?

Orlando’s connectivity makes preparedness especially important. We have visitors from all over the world, and that reality changes the stakes for surveillance and response. We believe that our city is the canary in the coal mine because the world comes to Orlando. If there is a pathogen somewhere in the world, it will come to Orlando.

That means we have to be prepared to recognize threats quickly and to know exactly what to do to prevent spread. We have a team invested in this work with some funding, but not enough to reach the full scale needed . If we detect issues early, we can help prevent them from moving elsewhere in the country, and we can reduce the likelihood of another crisis becoming widespread.

How does UCF’s partnership model show up across hospitals, industry, and emerging fields like aerospace medicine?

We are committed to partnership. Any hospital that wants to partner with us gets a seat at the table. That approach has helped us grow residency training across the state and build relationships that support education, research, and patient care.

Partnership also extends to industry. Our aerospace medicine group is working with NASA and private aerospace companies to improve the health of space travelers. We monitor astronauts’ health before and after flights, and we are working on a clinical model that supports pilots. We see the airport as part of the broader ecosystem around Lake Nona, and we talk about that area not just as a Medical City, but as an aerotropolis, a metropolis that includes an airport.

I have always said our goal is to build a medical school, an academic health sciences center, and a community that is regionally, nationally, and globally relevant. Aerospace medicine expands that ambition and forces us to think even bigger so we are galactically relevant!

How are interdisciplinary efforts with engineering, computer science, and optics translating into practical solutions?

We have medical and technology teams working together through our AI and innovation efforts. Our teaching hospital is an innovation hub within HCA, where new technologies are used, studied, and refined through real-world testing. If a tool succeeds in that environment, it can scale more confidently across the hospital system.

At the university level, we collaborate with optics and photonics, engineering and computer science, and simulation groups to develop new approaches in biomedical science, diagnostics, and care delivery. The point is not to build technology that looks good in theory, but to develop tools that clinicians can actually use.

As you scale and innovate, how do you protect quality in care delivery and education?

That is the most important question. If we create technology that makes life worse, we have wasted time and money and caused harm. The way to reduce that risk is to test technology in the environment where it will be used.

Too often, something is created outside the clinical setting, installed, and then it disrupts workflows, adds burden, and creates new problems. What we do is turn nurses, technicians, and physicians into partners in the testing process. We try new tools, they tell us what fails and what works, and then we refine. We apply the same mindset to education, including how we incorporate AI into training, so we can establish what is effective and what is not.

What would you want the broader business community to understand about Orlando’s healthcare and education trajectory?

Not long ago, there were thousands of acres of empty land near the airport. With the work of many people, we now have an emerging Medical City, an aerotropolis, that is building a reputation and putting Orlando on the map not only for tourism and agriculture, but for healthcare and education. The region has an opportunity to sustain this growth by investing in the workforce, research, and systems that translate innovation into better patient care.The future is ours, it’s real, it’s here, and it’s now.

Want more? Read the Invest: Greater Orlando report.