Tanisha Nunn, President/CEO, African American Chamber of Commerce Central Florida

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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