Pedro Turushina, President & CEO, Hispanic Chamber of Metro Orlando

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Want more? Read the Invest: Greater Orlando report.