Spotlight On: David Fitzpatrick, Scientific Director & CEO, Max Planck Florida Institute for Neuroscience

David_Fitzpatrick_Spotlight_onDecember 2025 — In an interview with Invest:, David Fitzpatrick, scientific director and CEO of the Max Planck Florida Institute for Neuroscience, highlighted advancements in neurotransmitter imaging, neuron energy dynamics, and emphasized the role of interdisciplinary collaboration in driving discoveries and the support from the Palm Beach and South Florida communities. “American science has long been a global leader, and I believe it will continue to drive innovation,” said Fitzpatrick.


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What can you tell us about the latest developments in neuroscience that the Max Planck Florida Institute for Neuroscience is working on?

It is important for people to understand that we are focused on fundamental basic science. We are striving to comprehend how the brain functions in order to develop new technologies, cures, therapies, and methods for visualizing how disease alters the brain.

To provide clarity on our work, it is essential to recognize that our research enables us to visualize the living brain at an unprecedented scale. This includes examining single neurons and synapses, observing their activation during various behaviors, identifying the neurotransmitters involved, and understanding how these circuits operate, develop, and are affected by disease.

A critical component of this progress is the development of new technologies. We are fortunate to have scientists working at the cutting edge of innovation. For instance, one of our scientific directors, Lin Tian, is developing advanced sensors for neurotransmitters and neuromodulators. These sensors, used in animal models such as mice, allow us to detect changes in fluorescence when a neuromodulator is released, revealing its location, timing, and correlation with behavior.

Additionally, other researchers are investigating finer details within synapses. Ryohei Yasuda, another scientific director, has pioneered technologies to visualize specific molecules and their role in synaptic plasticity. This research is vital for understanding memory and disorders like Alzheimer’s disease, as it explores the molecular interactions underlying memory formation.

Furthermore, our institute supports early-career scientists through a dedicated program. One of our research group leaders, Vidhya Rangaraju, has made groundbreaking discoveries regarding our understanding of the energy mechanisms within neurons. Her work focuses on mitochondria, which supply the energy required for synaptic maintenance and plasticity. She has recently submitted a paper demonstrating for the first time how a small segment of a mitochondrion provides energy to a specific synapse.

This is just a glimpse of our work, but it highlights the importance of cutting-edge research. While we have learned much about the brain, we still understand only a fraction of what is necessary to address the neurological diseases affecting society.

How does the Max Planck Florida Institute for Neuroscience train and recruit the next generation of scientists in Palm Beach and South Florida?

To put it briefly, engaging students early helps them envision careers in science while strengthening public support for research. By showcasing the excitement and impact of neuroscience, we inspire the next wave of scientists and ensure continued progress in understanding the brain.

Now, having spent many years in science, including at Duke University before joining this institute in 2012, I can emphasize that trainees are not just the future of science, they are actively driving current research. Our trainees, including graduate students and postdoctoral fellows, work in labs under mentorship while contributing significantly to ongoing projects.

Since 2012, we have trained 360 individuals, with 18 advancing to university professorships and others applying their experience in scientific industry roles. Our training programs include the International Max Planck Research School for Synapses and Circuits, which is approved by the Max Planck Society in Germany. For context, the Max Planck Society is the world’s leading scientific research organization, with 84 institutes spanning life sciences, natural sciences, and humanities. It has produced 31 Nobel laureates, including six since 2020.

Notably, the Max Planck Florida Institute is the only Max Planck institute in the United States, with most others located in Germany. Establishing this institute was a calculated risk, but the support from the local community, the state of Florida, Palm Beach County, and neighboring institutions has been extraordinary. Nearby, we collaborate with the University of Florida Scripps, Florida Atlantic University (FAU), and the FAU Brain Institute, creating a robust biotech hub focused on neuroscience and other disciplines.

Regarding training, we engage not only graduate students and postdocs but also undergraduates from FAU and high school students. During summer programs, high school students work in our labs, gaining exposure to scientific research. This initiative is crucial for fostering public understanding of science and inspiring future generations.

Science thrives when the broader community appreciates its significance. By involving young students, we cultivate interest and ensure a pipeline of talented researchers. Our goal is not only to advance knowledge but also to demonstrate the transformative power of fundamental scientific inquiry.

How is the Institute leveraging technology, digital platforms, and the integration of AI to streamline operations and optimize scientific research?

We have a number of new technologies on the optical side. For instance, fluorescent lifetime imaging is a technology that one of our directors has developed, which provides fine resolution and allows researchers to observe changes in the brain.

In terms of artificial intelligence, we are just starting an initiative now. One of our long-term donors has expressed interest in supporting this effort. The goal is to bring in an expert in artificial intelligence and computational neuroscience who can collaborate with our biologists. This is often challenging because biologists possess deep knowledge of imaging techniques and biological insights, while artificial intelligence and computational approaches require a different expertise. We are currently building a platform to establish a computational neuroscience initiative here, which will serve as an interface and provide the necessary training to maximize the effectiveness of these technologies.

I would also mention that we have a machine shop within the institute. When I arrived, I never imagined it would reach a level where organizations like the Howard Hughes Medical Institute Janelia Campus would request custom equipment from us. It is a point of pride that our capabilities have grown to meet such high demand.

What can you tell us about the institute’s Science Meets Music series?

This initiative serves multiple purposes. First, it engages the public, both to educate and to attract potential financial supporters. Many people might hesitate to attend a lecture on brain science, but combining it with music makes the event more accessible. The quality of these performances has been outstanding, and we are grateful to the Benjamin School for providing their auditorium.

The format begins with a musical performance, transitions into a scientific talk from a Nobel Laureate or otherwise renowned neuroscientist, and concludes with another musical piece. The response has been remarkable. Many attendees initially come for the music but leave impressed by the science. This approach lowers barriers and draws people in. Seeing a full auditorium learning about Max Planck and neuroscience is incredibly rewarding.

Additionally, every other year, we host a scientific conference called “Sunposium,” a playful twist on symposium. This event brings neuroscientists from around the world to present their latest findings at the convention center in downtown West Palm Beach. The timing coincides with favorable weather, allowing attendees to enjoy the beach. When we first started, few knew about Max Planck Florida, but now it is recognized globally in neuroscience circles.

With the majority of the Max Planck Society being headquartered in Germany, are you looking to expand further in the United States?

I wish we could, but this is a challenging and uncertain time for science in the United States. The president of the Max Planck Society recently visited and discussed potential partnerships with American universities and institutions to establish collaborative facilities. These would be supported by German government funding, as the Max Planck Society is publicly funded in Germany.

While I do not know how long this will take, it is an exciting prospect. Many scientists are considering relocating to Europe or China due to concerns about research support in the U.S. However, I remain hopeful. American science has long been a global leader, and I believe it will continue to drive innovation.

How is the Max Planck Florida Institute for Neuroscience engaging in partnerships in the community?

Our graduate program, the International Max Planck Research School, relies on a partnership with Florida Atlantic University, which grants the degrees. Beyond academia, we collaborate with technology companies such as Zeiss, a microscopy and imaging leader. They established a solutions center near our institute, where they develop and test new technologies with input from our scientists. This collaboration ensures that the tools they produce meet research needs.

Another partnership is with Thorlabs, a company specializing in imaging moving animals. They have a dedicated space within our institute to refine their technologies with our researchers’ expertise. These synergies are incredibly productive. And, another outreach program, Ask Max, has had a significant community impact. We bring scientific technologies into public schools, allowing students to experience hands-on science. The program has been so well-received that we were recently named Nonprofit of the Year by Palm Beach North Chamber of Commerce . While science remains our priority, initiatives like Ask Max to help the public understand its importance, especially for future generations.

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Regional Review: New Jersey’s education sector continues embracing change

Writer: Mariana Hernández

New_Jersey

Regional Review is a year-end series from caa that looks at key developments in a focused industry throughout the year and sets the stage for what’s to come in the near term.

December 2025 — New Jersey’s education sector is undergoing one of its most active periods of policy change in recent years as districts adapt to new legislation, evolving student needs, and a transition in state leadership. With over 1.4 million students in PK–12 schools, and major reforms taking effect in 2025–2026, the Garden State is setting the stage for a transformative year ahead.


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“Expanding access to high-quality early childhood education has been the cornerstone of my Administration’s approach to setting our children on a path to lifelong success,” said Governor Murphy on the signed legislation to expand access to early childhood education in July.

As of November 2025, New Jersey serves 1,426,840 students from PK–12 according to the state department of education, supported by a 12:1 student–teacher ratio and an experienced workforce averaging 12.6 years in the classroom. The state’s diverse student body includes 19.3% students with disabilities, 10.6% multilingual learners, and 38.1% economically disadvantaged students, creating a strong need for equitable funding and targeted support systems.

Major legislative changes

According to the New Jersey Principals & Supervisors Association, a wave of over 150 education-related legislative actions was enacted between 2024 and 2025, reshaping district operations. The regulations include health and safety measures, digital safety, and mental health support for students and administrative updates, amongst others.

Significant financial and administrative shifts are also underway. A new DOE grant program will help districts install filtered bottle-filling stations to improve school water quality, with statewide reporting due in 2026. Beginning in the 2026–2027 school year, schools must offer no-fee direct payment options for meals, activities, and school services to reduce financial barriers for families. These changes aim to balance equity, transparency, and family financial access statewide.

One of the most impactful legislative moves is the passage of the New Jersey Universal Preschool and Kindergarten Act, which mandates free, full-day kindergarten statewide by 2029–2030. The law also launches a three-year preschool expansion pilot designed to increase access, support mixed-delivery childcare providers, and give districts flexibility in using preschool aid for facilities and workforce development. This initiative represents a major expansion in New Jersey’s early-education system.

The upcoming school year will bring noticeable classroom changes for students. Beginning in spring 2026, New Jersey will transition to adaptive learning assessments for grades 3–9 and 11, replacing traditional standardized tests with personalized, computer-based exams. Many districts are also implementing cell phone restrictions, as lawmakers consider a statewide policy, according to the New Jersey Legislature.

Federal funding freeze

In the first half of 2025, New Jersey schools faced one of the most disruptive fiscal shocks in recent years: the Trump administration’s decision to withhold $143 million in federal K-12 funds. Districts had already finalized their 2025–2026 budgets when the freeze was announced, leaving school leaders scrambling to patch unexpected holes and reassess spending plans.

Districts like Pittsgrove warned that cuts would force reductions in teacher professional development and eliminate training sessions essential for rolling out new instructional models. State officials described the sudden withdrawal of federal dollars as a direct threat to student learning.

After weeks of legal challenges and public pressure, New Jersey secured a pivotal victory. On August 1, the Trump administration reversed its freeze and released $158 million in previously blocked K-12 and education-related funds following a multistate lawsuit led by 23 attorneys general — including New Jersey Attorney General Matthew Platkin. With the funds restored, New Jersey’s incoming administration enters 2026 with a more stable fiscal foundation.

New leadership and the direction for education in 2026

Looking ahead, the election of Governor Mikie Sherrill places education at the forefront of the 2026 policy agenda. According to the Education Law Center, key priorities should include stabilizing the school funding formula, supporting the Abbott preschool model, improving school facilities, combating segregation, resisting federal voucher expansion, and protecting student rights. Many of the budget fixes introduced in FY26 are temporary, creating urgency for long-term legislative action in the coming year.

As the state prepares for a new administration and the 2025–2026 academic year, New Jersey’s education landscape stands at a pivotal moment. Stronger legislative oversight, expanded early childhood programs, enhanced student protections, and statewide assessment reforms signal a system moving toward modernization. With the funds restored, New Jersey enters 2026 with a clearer path toward long-term improvement across its public schools.

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Spotlight On: Anthony Vaz, Mayor, Seaside Heights

Anthony_Vaz_Spotlight_onDecember 2025 — In an interview with Invest:, Anthony Vaz, mayor of Seaside Heights, highlighted the borough’s effort to ensure growth while emphasizing safety and quality of life as a family destination. “Our community has been in a redevelopment stage for the last five years, and growth continues to increase,” Vaz said.


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What recent changes have most impacted Seaside Heights?

Our community has been in a redevelopment stage for the last five years, and growth continues to increase. We have many investors from New Jersey and out of state putting their personal and corporate capital into our community. A particular $80 million project, which is going to house a hotel, conference center, wedding venues, and holiday venues, will start construction in September 2025. It will probably be completed within 18 months.

We’ve also had older properties being sold because it’s an opportune time to profit from them. Developers are coming in, demolishing older homes or cottages, and putting in new structures. They could be condominiums, townhouses, or multifamily homes. Our boulevard is key to the future of Seaside Heights. We’re encouraging interested developers to put the retail part of their construction there. It could be fine dining, commercial distribution, a small convenience store, a dress shop, a beauty salon, a barber shop, or a coffee shop. We’ve been persuading developers that this would help with their sales and provide new owners of those properties with conveniences right in their walking path.

What type of jobs are you attracting to support a stable workforce?

We work closely with the Ocean County Board of Commissioners. Within their governing roles, there is a Business Development & Tourism Department, with whom we coordinate for job opportunities, not only from the government sector, but also the private sector. We are seeing companies coming into Ocean County, particularly to the larger towns. There is a growth of department stores, malls, and companies offering services to the general public, so there are employment opportunities. Our county has grown by over 50% in the last 10 years.

How do you balance the influx of visitors with the population’s quality of life?

Seaside Heights is a classic tourism destination, particularly from April until October. We provide attractions like amusement parks, games of chance, and the food industry. There are also free opportunities for the public. Concerts of popular music can be held on the beach with thousands of people, and they don’t have to pay. But, they do provide for the community by spending on hotel rooms, the food industry, daily necessities like suntan lotions, and everything else that makes up a vacation.

What is your long-term plan to upgrade the utility systems supporting population growth and seasonal spikes?

We knew from the onset that we’d have to grow our utilities to comply with the growth of the population. Over the years, we have added to our electric and water supply system, put in modern technologies, and hired professionals with the skills to show us what we need in the projected future. I serve as the mayor, but I am also a resident, and I believe it benefits us to continue our ownership of the electric and water distribution systems. It means the services are ready 24 hours a day, seven days a week, whereas utility companies serving many municipalities might need to prioritize other regions if there’s a problem.

What new technologies have been implemented to improve the borough’s infrastructure?

We’ve implemented new systems and computerization of billing, revenues, and budget by looking at what needs to improve, whether in utilities or new technologies. It could be costly, but we have planned ahead with good strategies, and they have been working. We have upgraded our water treatment plant, electric utilities, as well as assets in taxation, building a faster response rate for public inquiries.

How do you collaborate with law enforcement and officials to enhance safety while still welcoming visitors?

We have had one incident on Memorial Day, which is traditionally problematic throughout the state with groups of young people under the age of 18. New rules are implemented with strong enforcement, working cooperatively with law enforcement agencies. Besides our Seaside Heights Police Department, we work with the prosecutor’s office, the sheriff’s office, SWAT units, and the Rapid Response Team. We have also worked with Gov. Phil Murphy and the attorney general on bringing in state police and the necessary equipment when needed.

The two dates in everyone’s mind are Memorial Day and Fourth of July, which have the potential to bring out behaviors that we don’t want to see. We are programmed to be on guard, and we’ve changed the hours of boardwalk activities for those dates. Rules on rentals have also changed, now requiring someone to be 21 years old or above, holding a mercantile license, and a certificate of occupancy.

To make sure they’re obeying those rules, we’ve increased the fines for those being disrespectful. The public, business community, and property owners are aware that we had a problem on Memorial Day weekend. We’ve put in some strong language and fines that are going to make people think twice, particularly the young actors who have had no consequences before the legislation was passed. Now, the state is going to give us some teeth.

How do you plan for major events like the Fourth of July?

On the Fourth of July, we’re not a small community anymore. We become a city, no longer of 3,000 – 4,000 people, but hundreds of thousands. We’re also going to have more discussions within the coming months for the country’s 250th anniversary. Coincidentally, we have opened up the carousel pavilion. Phase one’s construction is almost completed, and phase two will probably be completed by spring 2026. We will also have a museum sharing the history of Seaside Heights and remembrances of Ocean County’s past.

What are the key priorities for Seaside Heights in the next five years?

Our main goal as a community is to provide a good quality of life for both visitors and residents. It has to be a safe community that provides entertainment and relaxation for all of us. From Mother Nature, the boardwalk, to the boulevard, they’re the components of what makes Seaside Heights a family destination. We have opportunities and numerous activities, from boating, fishing, sailing, to private entrepreneurs offering surfing lessons to young children.

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Spotlight On: William Bowie, President & CEO, Empower Construction

William_Bowie_Spotlight_onDecember 2025 — The infrastructure industry is undergoing a significant transformation, driven by the escalating demands of artificial intelligence and data centers. As the need for massive data centers grows, utility construction companies are facing a critical crossroads, necessitating a reevaluation of their long-term strategies. “It has completely reshaped our industry as far as what the next three- to five-year strategic plan and goals are,” William Bowie, president and CEO of Empower Construction, told Invest:.


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What changes over the past year have most influenced and shaped the direction of power construction work?

Over the past year, the infrastructure industry has undergone a significant transformation, primarily driven by the escalating demands of artificial intelligence (AI) and data centers. The power requirements of data centers have reshaped our industry’s strategic plans and goals for the next three to five years. As we focus on system reliability and improvement, we need to incorporate the demands of the data centers being built. This adjustment is crucial for making progress in AI integration within the industry.

How is Empower preparing to support utility clients with their aging infrastructure, electrification, and resilience efforts?

We are continuously engaged in maintaining, upgrading, and improving utility facilities nationwide to meet evolving demands. For instance, the push for electric vehicles (EVs) has required us to develop systems capable of handling increased demand loads. This effort is ongoing. Additionally,

With the added data demand from AI, we must explore alternative resources to meet these power demands. This is the primary focus of our efforts across the country.

How is that shaping the sector’s investment plans?

Utility customers, such as Exelon and PECO, are investing in their grids to ensure readiness for future demands. Their primary focus is on system reliability for both homeowners and businesses. Additionally, they are investing in the community to ensure customers understand the importance of maintaining electricity reliability. This investment may require changes to existing systems, potentially causing some disruption, but it is essential for long-term reliability and customer satisfaction. Customer electric service is always our customers’ top priority.

Where are you seeing the strongest growth in project activity?

We are witnessing growth across all areas due to increasing demand. Beyond AI, the construction of taller buildings and more homes is driving higher power demand. The widespread use of virtual reality and electronic devices further contributes to this demand. We must be intentional in our planning for the next five, 10, 15, or 20 years to stay ahead of the curve. This comprehensive approach is our primary focus.

How do you approach project management, considering that you work in a wide geography and with diverse project scopes?

We emphasize having consistent processes and procedures in place to create a uniform culture across different locations. Whether it’s project management in Pennsylvania, Texas, or California, our core values and processes ensure consistent service quality. We aim to provide exceptional service, akin to the “Chick-fil-A service,” going above and beyond for our customers. Our rigorous recruitment process for project management positions ensures that candidates can handle the demands of large-scale projects.

How are you navigating the current labor market?

The shortage of skilled labor is a significant challenge. To address this, we engage with the community, including colleges, high schools, and middle schools, to raise awareness about career opportunities in our industry. We aim to inspire young individuals to consider careers as journeymen, operators, and other roles. Additionally, we are creating Career and Technical Education programs in high schools and post-secondary institutions to train individuals for various projects, such as shipbuilding and pipeline construction.

What is your vision for Empower Construction for the next five to 10 years?

As one of the largest minority-owned utility construction companies in the Northeast, our goal is to become a national company and a household name. We aim to service all infrastructure needs across the country, not just by building power lines but by building communities. We want to increase job opportunities and awareness of various trades. Our name, Empower Construction, reflects our commitment to empowering both utilities and people. Our vision is to shape the industry and the country, preparing for future advancements like flying cars and other innovations. Investing in people is central to achieving this goal.

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Spotlight On: Anthony Misitano, Founder, Chairman & CEO, PAM Health

Anthony_Misitano_Spotlight_onDecember 2025 — In an interview with Invest:, Anthony Misitano, founder and CEO of PAM Health, discussed the firm’s leadership reorganization, strategic growth, and employee-centric philosophy. “At PAM Health, we prioritize our employees as much as our patients. We foster a developmental culture that encourages growth and collaboration. Our core value, ‘care with compassion,’ extends not only to our patients but also to our staff,” Misitano said.


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What changes over the past year have most impacted PAM Health’s Pittsburgh and national operations?

In January 2025, as PAM Health approached its 20th year, we underwent a significant reorganization to prepare for future leadership and growth. A key change involved the founder relinquishing the president title to his daughter, an attorney who has excelled in the role. Additionally, we have a new senior executive vice president and chief operating officer, now overseeing all company operations.

This monumental realignment of leadership, the first in 17 or 18 years, was driven by a focus on succession planning and fostering new, improved approaches to thinking and leadership. The changes, implemented in September 2024, have proven highly successful. 2025 has been the company’s best year performance-wise, partly due to an increased emphasis on our high-quality standards, integrated with overall performance metrics. This focus on quality outcomes and pay-for-performance is crucial in today’s value-based healthcare landscape and has significantly improved both financial and quality performance. 

Beyond internal restructuring, PAM Health has continued to expand, with plans to open seven or eight new hospitals in 2026, possibly more depending on construction progress. In 2022, we acquired 16 specialty hospitals from Curahealth and Nautic Partners. Our acquisitions and new startups are carefully considered for their long-term strategic value and market positioning. We don’t acquire for the sake of it. Every decision is calculated to ensure the integration will enhance the company’s overall strength and open new opportunities. The company is very satisfied with its strong performance transitioning from 2024 into 2025.

What is your perspective on how to approach workforce development, and what strategies are helping to build a strong talent pipeline?

At PAM Health, we prioritize our employees as much as our patients. We foster a developmental culture that encourages growth and collaboration. Our core value, “care with compassion,” extends not only to our patients, but also to our staff. We actively listen to our employees and offer support for both professional and personal development. In 2025, we significantly invested in employee training and development programs. Our “We Care” program, while patient-focused, also highlights the proficiency and caring qualities of our team. Employee relations has become a key pillar of our company, emphasizing teamwork, innovation and mutual support among staff. This focus on our employees’ insight, participation, and knowledge base is yielding significant positive results.

PAM has implemented an Employee Travel program, with more than 100 traveling clinical staff serving hospitals nationwide. How does this program support your overall strategy?

The employee travel program serves multiple purposes. It helps hospitals meet staffing needs in areas like nursing and therapy. It also provides our employees with unique opportunities to travel, experience different parts of the country, and gain new perspectives on healthcare practices. This exposure allows them to learn new methods and potentially implement them in their home hospitals, ultimately benefiting themselves, our patients, and the hospitals we serve.

What healthcare trends are you seeing most prominently in Pittsburgh, such as the rising demand for rehabilitation care, technology adaptation, or other shifts?

Pittsburgh‘s healthcare market is robust, bolstered by the national presence of UPMC and Highmark Insurance. The long-standing relationship between these two entities provides opportunities for us to collaborate, helping them place patients in need of long-term acute care hospital services or rehabilitation programs. This market is highly dynamic, consistently embracing disruption in a positive way to innovate patient care. UPMC, with its powerful “life-changing medicine” logo, develops and implements new approaches, which it then scales across its system. We actively participate in this evolution, seeking to integrate our services and support their efforts. We value our interactions with these organizations.

What role do innovation and technology play in advancing patient safety at PAM Health facilities in Pittsburgh?

Patient safety is a major initiative at our company and is integral to providing quality care. We are actively working to keep our fall rates below national averages and are developing AI solutions for patient care and safety. These efforts in Pittsburgh mirror a nationwide trend, as technology and AI integration are transforming patient care and safety. We are pleased with our progress, collaborating with national AI leaders and pursuing internal initiatives. This is the new frontier, and it’s the right approach to enhance the patient experience and reassure families about the care their loved ones receive. Companies like ours and supportive foundations are positioning the region as a leader in patient safety.

What are the most pressing challenges facing long-term acute care and rehabilitation providers in Pittsburgh and nationally?

The impact of COVID-19 is felt universally still. It changed the way people think about working, about how they work, and about where they work. Staffing is a huge challenge for healthcare in Pittsburgh for us and across the country. Our Traveling Nurses program is one of the things that we do to help overcome those challenges on the staffing side companywide. We have developed affiliations with a number of universities to present to their nursing programs and provide scholarships and affiliations for their students with our hospitals and with our company. In some cases, we help with their tuition so that when they are done, they will join our company for some period of time.

Those are the types of investments we are making in those challenging areas related to staffing. 

I would say that is probably one of the bigger challenges that we face, and that ties into turnover. We are trying to figure out new and improved ways to be that compassionate, caring place to work so that people want to come be part of our system and make an impact. We view these things not so much as a challenge, but as an opportunity for us to be impactful and make things better in those areas, such as staffing, patient safety, and overall clinical care and clinical care improvement.

How do PAM Health’s recent commitments in Pennsylvania, including a $25 million donation to Penn State, reflect your philosophy of community engagement?

I am dyed in the blue and white wool of Penn State for sure. Penn State profoundly impacted my career trajectory, offering invaluable guidance and fostering strong relationships. I often say that while football isn’t a university’s front door, it’s certainly the front porch — a high-profile sport that generates significant revenue and interest. Our contribution to Beaver Stadium’s revitalization and subsequent designation as the official rehabilitation provider for Penn State football sends a powerful message nationwide about our dedication to athlete rehabilitation. This commitment extends beyond Division I or collegiate athletes. We’re here for weekend warriors, too, helping them recover from injuries. This message is incredibly important to us.

Looking ahead, what are your top goals and priorities for PAM Health’s Pittsburgh hospital?

We are keen to expand our post-acute business in Pittsburgh and are always seeking new opportunities. This could involve expanding an existing hospital to introduce new services. We are also prepared to collaborate with major healthcare providers in the area to achieve these goals more effectively.

Outside of Pittsburgh, our growth model focuses on rehabilitation, with a particular emphasis on wound care and hyperbaric medicine. This is a rapidly growing field due to its benefits in healing, longevity, and cellular rejuvenation. We are actively pursuing this across the country and anticipate adding approximately 20 new hospitals in the next two years, not including any acquisitions. This will bring our total to over 100 hospitals, spanning roughly 30 states. Ultimately, we aim to establish a presence in every state.

We are pursuing a controlled yet aggressive growth strategy to make our services accessible nationwide, as we believe we excel in this area and provide much-needed care. Our team enjoys and thrives in this work. We are enthusiastic about the future, recognizing that while rapid change can be challenging, we are excited about our position in the broader healthcare landscape. We are proud to be one of the largest private providers of post-acute and rehabilitation services in the country and are committed to continuing on this path.

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Leaders assess trade realignment and supply chain risks at World Strategic Forum

Trade realignmentNovember 2025 — The International Economic Forum of the Americas (IEFA) hosted the 14th edition of the World Strategic Forum (WSF) at the Loews Coral Gables Hotel on November 24–25, bringing together global executives, policymakers, and thought leaders for two days of high-level dialogue on the future of the Western Hemisphere’s economy.


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 Centered on the theme “Driving Prosperity Through Innovation,” this year’s forum examined how geopolitical shifts, trade realignment, rapid technological change and supply chain vulnerabilities are reshaping growth strategies across the Americas.

The program featured sessions focused on geopolitics, global trade, infrastructure, finance, fintech, energy, legacy planning, critical resources and supply chain security, alongside emerging technologies such as AI, blockchain and quantum computing. Opening remarks from Miami-Dade County Mayor Daniella Levine Cava emphasized Miami’s role as an increasingly influential hub for innovation and international business.

Trade realignment

A major highlight of the event was a panel moderated by Abby Lindenberg, founder and CEO of caa. Drawing on caa’s coverage of 18 U.S. markets, Lindenberg guided a dynamic conversation on how global trade realignment, reshoring, and supply chain security are affecting both national policy and local economies.

Trade_alignment_PanelPanelists included Brian Coulton, chief economist at Fitch Ratings; Goldy Hyder, CEO of the Canadian Business Council; Lisa Gordon-Hagerty, CEO of Litore Partners; Robert Grammig, chair and CEO of Holland & Knight; and Bernard Spitz, founder and CEO of BSC. The discussion explored whether the world is witnessing a rationalization of existing supply chains or the emergence of a new global trading order. Speakers highlighted the permanence of elevated tariffs, the growing role of national security in trade policy, and the long-term implications of industrial strategies in the U.S., Canada, Europe and Asia.

“I think we have to be looking at a more complicated global trade picture,” said Coulton, noting that deep macroeconomic forces continue to anchor global trade flows despite geopolitical disruption.

Gordon-Hagerty underscored the need for stronger public–private partnerships to address industrial and energy vulnerabilities. “No one can go it alone. We need to build resilience with our allies,” said Gordon-Hagerty.

Across the Forum, speakers reinforced that supply chain security, technological leadership, and strategic alliances will shape economic resilience in the years ahead.

Images provided by World Strategic Forum

To learn more about the World Strategic Forum, visit their website.

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Spotlight On: Melissa Seixas, State President, Duke Energy Florida

Melissa_Seixas_Spotlight_OnNovember 2025 — In an interview with Invest:, Melissa Seixas, state president of Duke Energy Florida, shared how storm recovery and rate stability defined 2024, with $1 billion in storm costs offset by projected 2026 bill reductions. Investments in renewable energy and grid hardening, such as smart, self-healing technology, are key to affordability and resilience. “Whatever comes, we want to ensure that the power remains reliable and that we’re ready for whatever Mother Nature throws our way,” Seixas said.


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What have been Duke Energy’s key priorities this past year in Florida?

Two priorities really shaped the past year for us. The first was storm recovery. After a tough hurricane season, our focus was standing side by side with customers and communities during the rebuilding process.

That meant being transparent about the cost. We filed for about $1 billion in storm cost recovery, which temporarily increased bills for customers. We brought in 27,000 resources from across the country to support our response. That level of readiness requires investment.

We filed our projected price changes for 2026 on Sept. 1, and we’re happy to say that beginning in March, customers should see about a 22% decrease in bills as the storm recovery charges roll off and other adjustments take effect.

The second priority was executing our settlement agreement with the Florida Public Service Commission. That provided clarity on base rates and future investments in our infrastructure — everything from improving fuel efficiency at our plants to expanding our solar generation.

How is Duke Energy working to keep energy affordable while continuing to modernize its infrastructure?

Affordability is always top of mind. It starts with running our generation fleet as efficiently as possible. To date, we’ve completed upgrades at three natural gas plants across Florida, translating into more than 315 megawatts of capacity added to the electric grid (roughly the output of a small power plant) and an estimated $340 million in annual fuel savings for customers. We’re also investing heavily in solar, with roughly 30 utility-scale plants so far and more coming online every year. Our plan is to generate around 6,100 megawatts of clean energy by the end of 2033. 

That directly reduces fuel costs for customers. In fact, for every 300 megawatts of solar, we save about $1 billion in fuel costs (over the sites’ service lifetimes). We also pass on savings from federal tax credits, which total around $65 million annually from the Inflation Reduction Act (IRA).

Beyond that, we provide customers with tools and programs to help them manage their usage. Whether it’s budget billing or business-specific programs for small and medium businesses, we’re constantly working to give customers control over their energy costs.

Grid resilience and safety are major issues, especially in storm-prone regions like Tampa Bay. How do you cultivate a strong safety culture at Duke Energy?

Safety is woven into everything we do: physically, mentally, operationally. We have workers in hazardous conditions every day, whether it’s energized lines, roadside work, or storm restoration. Thousands of our employees drive tens of thousands of miles a year.

We start every meeting with a safety moment. We talk about emergency exits, AED locations, and how to respond to medical events, whether there are four people in the room or 400.

We also train with public safety agencies — fire, police, emergency management — especially before storm season. When first responders come to our facilities and see how seriously we treat safety, it resonates.

We’re also expanding the definition of safety to include mental wellness. Providing resources for mental health is becoming just as important as traditional physical health. It’s all part of making sure our people are supported, which in turn strengthens how we serve our communities.

What role is technology playing in how you deliver power and interact with customers?

Technology is transforming every part of our operation. One of our biggest advancements is self-healing grid technology. It automatically detects outages, reroutes power to other lines, and restores service usually in less than a minute – sometimes before customers even realize there was a problem.

In Pinellas County, about 90% of customers are already benefiting from it. Think of it like GPS in your car: if there’s an accident, it reroutes you. That’s what our system does when there’s an outage.

We also use drones for infrastructure inspections, especially for high-voltage transmission lines. AI is helping with training, creating realistic simulations that prepare new and existing employees for complex scenarios.

Even with all these advances, we still have people physically climbing poles and maintaining the grid. The goal is to combine hands-on expertise with new tools that make our workforce safer and more effective.

What are you doing to develop future talent for the utility industry?

We’ve built strong partnerships with state colleges — St. Petersburg College, Valencia College, Lake-Sumter State College, Seminole State College — to train the next generation of lineworkers. These programs blend traditional skills with new technology, creating a pipeline of talent ready for the evolving energy landscape.

I recently spoke at a graduation at St. Petersburg College. I told the graduates that whether you end up working for us or for another utility, we’ll all be helping each other. That’s how this industry works. We show up for one another.

And we have internships. These young people really seem to crave – and actually enjoy – an atmosphere of teamwork and collaboration, which is something we demonstrate in our culture every day.

I’m proud to share that we’ve successfully transitioned dozens of interns to full-time roles within just the past three years. They represent a range of engineering and technical disciplines and come from the University of South Florida, University of Central Florida, the University of Florida, Florida State University and Florida Polytechnic University, among others.

Youth Energy Academies are another exciting program we sponsor. They’re two-day events, geared towards middle and high school students, providing them hands-on opportunities to learn about the energy industry.

This summer, Duke Energy Florida helped facilitate Youth Energy Academies across the state. Hundreds of students participated in workshops, listened to panel discussions with lineworkers and other professionals, and got to learn more about the careers offered within our industry. They seemed to have a really great time and learn a lot.

Looking ahead, what are Duke Energy’s top priorities in Florida over the next few years?

We’ll keep focusing on reliability, resilience, safety, and innovation. Florida is growing fast, and we’re preparing for that, whether it’s from residential growth or large-scale energy users like data centers starting to look at the state.

We’re making strategic, forward-looking investments today to meet the evolving needs of tomorrow. 

We’re modernizing and diversifying our infrastructure, creating a more efficient, resilient grid and strengthening our workforce – the foundation of everything we do – so we can continue to power our customers’ lives for generations. 

Whatever comes, we want to ensure that the power remains reliable and that we’re ready for whatever Mother Nature throws our way. Thankfully, she gave us a bit of a break this season.

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Miami becomes newest testbed as waymo deploys driverless robotaxi fleet

Writer: Pablo Marquez

MiamiDecember 2025 — Waymo has begun operating fully autonomous robotaxis in Miami, marking a significant step in its national expansion. The driverless phase begins with employee-only rides and is expected to open to the public in 2026.


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Waymo says its new generalizable Driver, powered by the company’s AI platform, has reached the level of maturity needed to scale into five new cities: Miami, Dallas, Houston, San Antonio, and Orlando. The company emphasized its “safety- and community-first approach,” including a standardized playbook designed to ensure a smooth transition to driverless vehicles.

The rollout in Miami is notable because the vehicles operate without safety drivers or in-vehicle monitors, a capability that now sets Waymo apart among U.S. robotaxi operators. According to Reuters, Waymo’s fleet exceeds 1,500 vehicles nationwide.

Local media outlets have already documented fully autonomous Waymo vehicles moving through Miami.

In December 2024, Waymo announced it would redeploy its all-electric Jaguar I-PACE fleet on local streets in early 2025 ahead of the commercial launch. Waymo also reaffirmed its partnership with mobility fintech Moove, which will manage fleet operations, maintenance, charging logistics, and depot oversight for the Miami service. The company has framed its Miami expansion as both a technological advance and a climate-conscious move aligned with the city’s clean-energy goals.

“Fully autonomous driving technology offers a safe and convenient option to the people of Miami. I’m so pleased to welcome Waymo to our city. Waymo’s commitment to sustainability with their all-electric fleet is the perfect mobility option to our city as we continue to prioritize low cost, clean energy,” said Francis Suarez, mayor of Miami, back in Dec. 2024.

Waymo leadership has also set ambitious growth targets. At TechCrunch Disrupt, co-CEO Tekedra Mawakana said the company expects to offer 1 million trips per week across its network by the end of 2026. 

The expansion comes amid intensifying competition. Tesla has signaled plans for a robotaxi service in Miami, though a timeline has not been released.

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Gratitude in leadership: 3 traits of resilient teams

Gratitude
Abby Lindenberg is the founder and CEO of media platform caa.

As we enter the season of giving, I’m reminded that gratitude remains one of the most underrated yet powerful tools in a leader’s toolkit. Thanksgiving naturally encourages reflection, but for those of us guiding teams and organizations, it becomes more than a momentary pause — it becomes an invitation to reconnect with purpose.

In the rush of quarterly goals, client meetings, deadlines, and constant change, it’s easy for leaders to overlook the everyday wins that move us forward. This season nudges us to slow down, look beyond the metrics, and recognize the people, values, and experiences that shape our success. At caa, where our mission centers on thoughtful business reporting and meaningful engagement with local leadership across key markets, this reflection feels especially timely.

When I look back on our journey, the challenges we’ve faced and the resilience we’ve built, there are three qualities I’m most grateful for in my team and in our culture: adaptability, curiosity, and dedication. These traits have not only enabled us to grow as a company but have strengthened the way we deliver insights to the communities we serve.

Adaptability

Any company approaching its first decade knows that the early years can feel like riding a roller coaster. For us, that roller coaster included a global pandemic that reshaped how business is done, the rapid emergence of AI transforming how information is gathered and shared, and the usual growing pains of building something new in a fast-moving world. 

Yet, whenever I speak with fellow CEOs and business leaders across the cities we cover, I’m reminded that our version of the ride has been far gentler than many. The difference — the stabilizing force — has been our team’s adaptability.

Adaptability is more than reaction. It’s a mindset. It is the willingness to welcome new ideas without fear, to pivot when the market demands it, to evolve alongside technology rather than resist it. This flexibility allows us to stay competitive in the economic-development and business-intelligence space. It empowers us to innovate how we conduct interviews, analyze data, and present trends to our global readership. I’m profoundly grateful that adaptability is baked into our company’s DNA. It keeps us resilient, creative, and open to the next opportunity.

Curiosity

Curiosity is a value that has shaped my personal and professional life. I didn’t grow up with a strong culture of travel, but something in me was always drawn to the wider world. That drive led me to study abroad, and eventually to spend 10 years living overseas after college. Curiosity pushed me to experience the world’s tallest towers and its most remote islands. It taught me to ask questions, seek context, and embrace perspectives different from my own.

At caa, I see that same passion in my team every day. Curiosity is essential in our line of work. It guides the interviews our content managers conduct with local government officials, CEOs, industry experts, and community leaders. It ensures the articles and annual reports we produce offer depth, relevance, and clarity for readers making investment decisions or exploring regional business trends. It shows up in brainstorming sessions when everyone is leaning in, debating ideas, and scratching that itch to understand more.

Curiosity is also what allows us to stay ahead in a rapidly evolving business landscape. It keeps us engaged with new economic developments, policy shifts, innovation trends, and community priorities. I’m grateful to lead a team that approaches every conversation and every market with a genuine desire to learn.

Dedication

If adaptability drives agility and curiosity sparks innovation, dedication is what grounds all of it. I’ve always believed that if you’re going to do something, do it right. That philosophy runs deep within our organization. Dedication is visible in the way our content managers prepare for each interview, ensuring they understand the industries and leaders they’re engaging. It’s seen in the tireless work of our executive directors who build relationships in the cities we cover and bring entire communities together at our events. It’s demonstrated daily by our managers who lead with consistency, reliability, and heart.

One of the proudest moments for any leader is realizing the team can operate seamlessly without you in the room. That’s when you know dedication is not just a value, it’s a culture. At caa, that culture is powerful, and it’s something that fills me with pride and gratitude.

Of course, my gratitude list extends far beyond these three qualities. I’m thankful for the support we receive from business communities across our markets, for the thoughtful feedback our readers share, and for the future we are building together. But gratitude isn’t a once-a-year exercise for me, it’s a daily practice. Every day offers something to acknowledge, whether large or small.

Gratitude

So here is my challenge to leaders reading this: Take this season to reflect deeply on what you’re grateful for, but don’t wait until next Thanksgiving to do it again. Build gratitude into the rhythm of how you lead. Notice the people, the progress, and the small moments that shape your organization. Because when gratitude becomes part of your leadership routine, everything else becomes a little clearer, steadier, and more meaningful.

Research underway for the latest edition of Invest: Miami

CAA25_Conexio_Banner

IMIAe11_Cover_Miami November 2025 — While Miami is lauded primarily for its tourism industry, touting miles of beaches, top-tier hotels and restaurants for every palate, it also continues to evolve as one of the Southeast’s most business-driven economies. As the gateway into South America, many industries have planted their flags in Miami, and that strategy has paid off. A strong banking and finance sector, a steady influx of skilled professionals, and growing investment across healthcare, technology, real estate, and aviation drive South Florida. As national and global forces reshape economies, Miami holds steady in its role as a model for regional growth and development.


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Currently in production, the eleventh edition of Invest: Miami will bring together insights from more than 200 voices spanning business, government, and education, along with caa’s in-depth analysis of the market’s most attractive industries and emerging economic trends across South Florida.

“As we step into our eleventh year in Miami, our goal to bring real insights to the business and political decision-makers shaping the region’s future hasn’t changed, but it has developed into much more,” said Abby Lindenberg, founder and CEO of caa. “We are becoming a trusted platform at the intersection of business intelligence and strategic collaboration. South Florida is a market where collaboration between research institutions, industry, and government continues to translate ideas into impact.”

According to the U.S. Bureau of Labor Statistics, preliminary data for August 2025 show unemployment rates of 3.7% in the Miami-Fort Lauderdale-West Palm Beach, FL metro area. Meanwhile, according to the Florida Chamber of Commerce, the state anticipated 1.00% to 1.25% annual job growth this year. While a bit on the low side, the projected range fell in line with Florida’s annual job growth pre-pandemic, indicating stabilization after a peak in 2021.

While the region holds steady as the most populous county in Florida with 2.8 million residents, additional data from the Miami-Dade Beacon Council also suggests that the population will decrease to 2.6 million by 2030. That decrease will also impact the workforce, with the number of unemployed residents nearly doubling from 35,629 in 2025 to an estimated 61,198 in 2030.

As Miami looks to balance all aspects of life moving forward, there are also challenges regarding childcare, as 15% of parents in Florida with young children have left the workforce in the past six months, according to the Florida Chamber of Commerce. Additionally, there are also 267,000 disconnected youth, ages 16-24, who are not in school or working. The state is also actively working to tackle education challenges with initiatives such as Future of Work Florida, which is focused on strengthening the talent pipeline, which will enable the workforce to land the high-paying, high-demand jobs of the future.

Invest: Miami will explore these themes and more through exclusive insights from key stakeholders and in‑depth analysis of the challenges and opportunities shaping the Triangle’s economy.

About caa & Invest: Miami

caa is an integrated media platform that produces in-depth business intelligence through its annual print and digital economic reviews, high-impact conferences and events, and top-level interviews via its video platform, Invest:Insights.

Invest: Miami 11th Edition is an in-depth economic review of the key issues facing South Florida, featuring exclusive insights from more than 200 economic leaders, sector insiders, elected officials, and institutional heads. The publication aims to 1) equip local, national, and international investors with comprehensive insights on the region and 2) promote South Florida as a competitive, innovative, and collaborative place to do business.

The report conducts a deep dive into the top economic sectors in the region, including real estate, construction, infrastructure, banking and finance, legal, healthcare, education, and tourism. The publication analyzes the leading challenges facing the market and uncovers emerging opportunities for investors, entrepreneurs, and innovators.

The caa team is currently connecting with stakeholders across the region to gather perspectives and analysis that will define this year’s edition. Invest: Miami is a unique opportunity for the business community to share its story with a national and global audience.

For more information, contact:

Sergio Sandoval

Executive Director

[email protected]

Jerrica DuBois

Senior Editor
[email protected]

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