Top Work Places 2024

With AI, the sky’s the limit

Companies in the Tampa Bay region are turning to artificial intelligence to support their workers and elevate their businesses.

New trend: Worker input

More than 100,000 area employees agreed to take part in rating their places of business. We surveyed 208 companies to come up with our top 100.

Employers across Tampa Bay have emerged from the pandemic and hybrid-remote work models only to be faced with record-high inflation and even more obstacles moving into 2024.

But one challenge many companies are choosing to embrace is artificial intelligence.

This new technology is helping to streamline work, making processes smoother for some and providing more opportunities for others. While it’s still quite novel, AI is finding its way into industries across the board, from marketing to manufacturing.

We’ll explore more of this newage trend and other themes affecting how we work in the 2024 Top Workplaces. Each year, the Tampa Bay Times surveys employers in the region to gain an understanding of what it’s like to work in a variety of industries, and from a number of companies, to come up with our annual ranking.

More than 100,000 of the area’s employees agreed to take part in rating their places of business. We surveyed 208 companies to come up with our top 100. Twenty-seven companies made the list for the first time in 2024. Eight employers have made the list every year since we began.

For the past 15 years, the Times has conducted a Top Workplaces survey. The Times partners with Energage to be our research partner on the project.

These employees work at highly rated nonprofits, government agencies, small businesses and large corporations. They were eager to share their experiences with us.

Workers expressed gratitude and loyalty to their employers, who made them feel valued and appreciated.

“DITEK believes that our employees are the heart of our business and is committed to fostering a company culture that respects diversity and encourages employees to reach their full potential,” said Robert McIntyre, founder of DITEK Corp., the Largo-based electrical equipment business. “Our continued success comes through the hard work, perseverance and dedication of our employees.”

Teamwork was a top trend among our survey results.

“Imagine a place where Insurance is exciting. That’s American Integrity Insurance,” said Carey Southern, the assistant vice president of human resources at the Tampa-based American Integrity Insurance. “From charity events to company picnics, our employees put the ‘A’ and ‘I’ in family. Working hard and having fun is in our company’s genes.”

And taking employee feedback into consideration for the future emerged as a new trend this year.

“Employees were involved through surveys and focus groups, and employee input was incorporated into the new strategic plan, Destination 2027,” said Thomas Brzezinski, an executive vice president at Wade Trim, an employee-owned engineering firm with a campus in Tampa. “Destination 2027 will drive Wade Trim to new heights and guide decision-making over the next 5 years through future economic, technological, environmental, societal, and political changes.”

Now, let us tell you about some of the Top 100 Tampa Bay Workplaces of 2024.

TOP WORKPLACES 2024 TOP FIVE

5.

Read more about our Top Workplaces companies

• Two-thirds of job seekers said they are using artificial intelligence in the workplace, according to a June survey from Tampa-based staffing firm Kforce. How is AI helping workers and not replacing them? Page 6Y.

• With construction already underway on a 775-acre cancer research and treatment hub in Pasco Coun-

ty, Moffit Cancer Center is planning to add more than 14,000 workers over the next five years. Here’s how Florida’s only National Cancer Institute-designed center prepares for this major chapter of growth.

Page 10Y

• Dunedin High School students recently visited the headquarters of Monin, the simple syrup maker, to learn about entrepreneurship, lead-

ership and homing in on creative ideas. Page 12Y

• No two days are the same for the people who work at Tampa International Airport. From maintenance to operations, this team works hard to meet the growing needs of Tampa’s busiest travel thoroughfare. Page 15Y

• “We live where you vacation.” It’s become a common refrain among Floridians. But perhaps no one embodies that expression more than the employees of the Sandpearl Resort. Page 16Y

• There are more than 200 employees working behind the scenes at Amalie Arena, whose jobs revolve around making the Tampa Bay Lightning game experience memorable for every fan.

Workers say it’s a culture that can’t be beat. Page 17Y

• More than 1 million people are waiting for the Social Security Administration to process their disability claims, with average wait times in excess of 200 days. Quikaid was founded to help provide representation and management of those very claims.

Page 19Y

• At Habitat for Humanity of Pinellas and West Pasco Counties, workers regularly see the end result of all their hard work: when a house is completed and a client becomes a homeowner. Page 14Y

Contact Justine Griffin at jgriffin@ tampabay.com or 727-893-8467. Follow @SunBizGriffin.

JUSTINE GRIFFIN

Employees find their space in new AI world

Many job seekers say they are using artificial intelligence in the workplace.

BY REBECCA LIEBSON Times staff writer

Artificial intelligence burst onto the scene in a big way last year after the launch of OpenAI’s ChatGPT. Even casual internet users have asked the chatbot to help them craft emails, generate illustrations and answer philosophical questions.

While tech companies have been studying AI for decades, many types of businesses are jump ing aboard, said Joe Liberatore, CEO and president of the pro fessional staffing services company Kforce.

“We ultimately have this vision that technology can replace a lot of the more routine and more basic things that individuals do,” Liberatore said.

Two-thirds of job seekers said they are using AI in the workplace, according to a June survey from Kforce. This trend can be seen across the Tampa Bay area in industries ranging from marketing to manufacturing.

• At Postcardmania, a direct mail advertising company, employees are encouraged to use applications like ChatGPT, Google’s Gemini or Jasper AI to assist with copywriting.

• The electronics manufacturing company Jabil is using Robotics Pro cessing Automation to help main tain systems and data.

• Kforce is exploring ways to auto mate parts of the recruiting process so employees can spend less time on clerical tasks and more time interacting with clients.

• Kobie Marketing is using AI to analyze customer behavior to help brands build loyalty programs.

• The data privacy solutions firm Spirion developed and patented a

Sensitive Data Finder that uses AI and machine learning to identify and safeguard sensitive information. As AI has become more widespread, so have fears that it could eventually take over human jobs.

But local business leaders say they’re determined to use the technology to make workers’ lives easier.

“It’s going to allow them to do their jobs more effectively and allow them to focus their time on

being creative and strategic versus down in the weeds, putting manual effort for things that are redundant,” said Rachel Bicking, executive vice president of innovation at Kobie Marketing.

The challenge will be convincing workers to see AI as a friend, not a foe.

For years, executives at Jabil have repeated the phrase “the future of manufacturing will see employees working beside machines that can learn, think and act,” said Gerald “JJ” Creadon, executive vice president of operations.

Embracing communication and transparency about the company’s long-term AI goals has ensured a smooth rollout, he said.

At Spirion, employees are required to sign an agreement affirming their participation and commitment to AI-powered processes. The company has initiated various workshops on topics like chatbot options, data hygiene requirements, and security governance and compliance standards.

“These workshops garnered several AI-related projects that keep Spirion’s technology unique and relevant in an ever-changing security landscape,” said Kevin Coppins, CEO and president.

Liberatore from Kforce compared the rise of AI to the advent of the internet. Many people initially saw it as a threat to workers, but now it’s just a part of everyday life.

“Will roles be replaced by AI wholesale? Probably not,” he said. “But will individuals that know how to leverage AI in doing their job replace individuals who don’t learn and don’t adapt? Absolutely.”

Illustration by LISA MERKLIN | Times

Workers decide which employers make the grade

The award is open to Tampa Bay area companies with 50 or more employees.

BY BOB HELBIG Energage

How do you judge the quality of a workplace? Ask the experts: The employees.

For the 15th year, employee survey firm Energage has partnered with the Tampa Bay Times to determine the best places to work in the Tampa Bay area. It’s not a popularity contest, and not everyone gets a blue ribbon. A select few are honored based on a scientific survey process.

Energage administers an employee survey that covers 24 factors and takes just a few minutes to complete.

The survey asks employees to offer feedback about such things as pay and benefits, direction, leadership, meaningfulness, and appreciation. Energage crunches the feedback data and scores companies based on the responses.

There is no cost to participate in Top Workplaces and no obligation to purchase any product or service. For 2024, 3,237 organizations were invited to survey their employees, and more than 200 agreed to do so. Based on the survey feedback, the top 100 have earned recognition as Tampa Bay Top Workplaces.

“Being honored with a Top Workplaces award is a distinctive mark of excellence, setting companies apart in a recognizable way,” said Eric Rubino, Energage CEO. “Top Workplaces embody the highest standards, and this award, rooted in authentic employee feedback, is a point of immense pride for company leaders.”

The award is open to any employer with 50 or more employees in the Tampa Bay area. Survey results are valid only if 35% or more employees respond; employers with fewer than 85 employees have a higher response threshold, requiring responses from at least 30 employees.

Employers earn Top Workplaces recognition if their aggregated employee feedback score exceeds national benchmarks. Employers are grouped into similar sizes to best compare similar employee experiences. Energage has established those benchmarks based on feedback from about 30 million employees over 18 years. They are ranked within those groups based on the strength of the survey feedback. There are a few reasons why you might not find a particular company on the list. Perhaps the organization chose not to participate. Or, the employee survey feedback might not have been strong enough to merit recognition. It also might not have been large enough to meet participation standards, or not enough employees responded.

Energage runs tests on survey feedback and, in some cases, may choose to disqualify organizations, for example, if a high number of employees said they felt pressured to answer positively.

To participate in the 2025 Top Workplaces awards, or for more information, go to the nomination page at tampabay.com/nominate.

Back to the office for many, but not everyone

BY GREG BARNETT Energage

Companies continue to move away from remote-oriented work, new data by the Top Workplaces Research Lab shows.

It’s the latest in evolving workplace changes that began four years ago. Many companies were thrust by COVID-19 into an unknown world of communicating, collaborating and executing in a remote world.

With 2023 behind us, now is a good time to evaluate current models to understand what’s happening across the broader workplace landscape. Energage, an employee survey research company, examined Workplace Survey data from more than 2 million employees at over 6,000 organizations in the last two years, and its Research Lab uncovered some clear and undeniable facts and trends.

Research Lab data shows that at the beginning of 2022, there was an 18% gap between employees working mostly remote and employees working mostly on-site. While the gap seems sizable, it’s important to remember that several industries, such as hospitality and retail, can’t offer remote work options outside corporate support roles. But as we progress from the start of 2022 to the end of 2023, the gap widens significantly, with a 44-point gap emerging between mostly or fully remote employees versus those who are mostly or fully on-site.

In addition, the number of employees in a hybrid work situation remains stable. This suggests that

As time has passed since the pandemic, companies have grappled to find the right remote/hybrid work balance.

the fully on-site to fully remote gap has increased because more companies are switching from fully remote to fully on-site rather than to a hybrid arrangement. We are slowly seeing companies move their employees into a hybrid arrangement that involves more on-site than remote work days. Global trends paint an intriguing picture, suggesting that remote work is gradually losing popularity, which is a trend many expect. The industry data captured by the survey question about work location provides a better understanding of where on-site, hybrid, and remote structures are most popular.

The short answer? There are no industries where fully remote work is the predominant arrangement. Instead, we see almost an even split where nine industries are predominantly fully on-site, whereas eight are predominantly hybrid. The distribution isn’t even close in

some industries, such as education. Yet in others, such as life science, there are nearly equal employees in fully on-site and hybrid work situations.

Looking at organizations that took the Energage Workplace Survey in 2023, the results show that fully remote and hybrid employees are significantly more engaged than fully on-site employees. This data partially reflects the nature of industries that don’t permit hybrid work, such as education, where, historically, employee engagement tends to be lower. However, when people have the flexibility to work remotely, their engagement tends to increase.

When looking at the core statements of the Energage Workplace Survey, we found no areas where fully on-site work environments are rated more highly than hybrid or fully remote.

What we did find, however, are certain areas where the experience gap is bigger. Fully remote employee ratings are 14

percentage points more positive for work-life flexibility and 10 percentage points higher on meeting quality, perceived open-mindedness, and feeling clued in about the information needed to do the job.

In contrast, aspects of effective execution, feelings that work has meaning, and formal training are closer to fully on-site ratings. Even though the ratings still are higher for fully remote and hybrid workers, these will tend to be areas where leaders will express concern. Namely, remote employees are less connected to the broader company mission (e.g., the meaningfulness), not learning and growing as they should be, and their physical distance from others hurts execution efficiency.

Dr. Greg Barnett is chief people scientist at Energage, a Philadelphia-based employee survey firm. Energage is the survey partner for Top Workplaces.

In caring climate, a major growth spurt

Speros FL in Pasco County is part of the nonprofit’s ambitious plan to add 5,000 workers over the next five years.

BY CHRISTOPHER O’DONNELL Times Staff Writer

TAMPA — With construction underway on a 775-acre, cancer research and treatment hub in Pasco County, Moffitt Cancer Center is preparing for significant growth and change.

With a workforce of more than 9,000, Florida’s only National Cancer Institute-designated Comprehensive Cancer Center already is one of the Tampa Bay region’s largest employers. With the 2026 opening of Speros FL in Pasco, Moffitt expects to grow to more than 14,000 workers over the next five years, said Jack McKenna, a senior vice president and chief human resources officer.

The first phase of development includes a 100,000-squarefoot clinic with a state-of-the-art proton therapy center and a cutting-edge research center. Staffing it will mean Moffitt has to continue to hire “the best and brightest from around the globe,” McKenna said.

“Being fast growing, we’ve got to make sure we’re attracting that talent,” McKenna said. “We want to be an employer of choice; we want to continue to be a world class workplace so we’re trying to innovate and grow.”

McKenna is confident that Moffitt will be able to handle that growth but the nonprofit is not being complacent.

Since the pandemic, Moffitt has increased paid time off by up to three days according to length of tenure. It also conducts regular reviews of how its compensation and benefits compares against peer organizations.

Moffitt also held health insurance premiums flat for the past two years even while upgrading its health plan. It now includes advocacy services that help with claim issues, second opinions for medical services, no-cost telemedi -

cine services and other features, McKenna said.

Like most employers, Moffitt adapted to the COVID-19 pandemic by introducing a flexible hybrid-work plan that allows some employees to work from home although that’s not an option for a significant number of workers who interact in person with patients or who rely on high-tech laboratories to conduct research.

Annual surveys of employers are benchmarked against 4,000 other health care systems and cancer centers with Moffitt ranking in the top 20%, McKenna said.

Moffitt’s location in Tampa Bay helps to attract workers, McKenna said, although like every organization there is a concern about the rising cost of housing and the need for better transportation in the region. The nonprofit’s management team is working with economic development boards in Pasco, Hillsborough, Pinellas to

find solutions, he said. The development of Speros FL will further highlight those issues, he said. Like many companies, Moffitt was affected by the “Great Resignation” period in 2022 with turnover increasing by 3% to about 14%, McKenna said. That rate has steadily declined and the company is on pace to be back in single figures in the near future.

The work environment and employee morale benefits from the organization’s mission to treat cancer patients and help to cure cancer, McKenna said. It’s a goal that is communicated to every employee no matter their role.

“When you have a mission that is so clear, it makes it so easy,” McKenna said. “It creates a sense of teamwork, people galvanize around that mission.”

Vani Simmons joined Moffitt 16 years ago after completing her Ph.D. at the neighboring University of South Florida. She wears several hats, including the devel-

opment of health initiatives and material designed to help people quit the use of tobacco products and a leadership role as the assistant center director for community outreach engagement and equity. Her research topics include health disparities and diet and exercise recommendations for cancer survivors. She develops and evaluates what interventions are most effective at reducing or preventing tobacco use. As one of the leaders of the community outreach office, she looks into how well Moffitt is serving the needs of the its 23-county catchment area.

“No day is the same,” she said. “It keeps life interesting and fulfilling because you can have impact.”

The workplace culture at Moffitt encourages collaboration and teamwork, she said. Mentors help employees reach their career goals. For their annual appraisals, they are asked to document how many colleagues they collaborate

with both inside and outside of their own departments.

“You know it’s valued in an institution when it’s built into the metrics of an evaluation,” she said. “I really thrive and enjoy working with other people and coming up with ideas together.”

It’s easy to feel that the work she is doing matters, Simmons said. There are downsides, such as losing out on grant applications. But often she gets to see her work make a real world difference.

One example was a recent study funded by the National Institute of Health that surveyed about 1,400 smokers to gauge the effectiveness of a series of information booklets designed to help them quit.

Each booklet focuses on a different challenge they face such as how to manage cravings, concerns about weight gain, and dealing with stress and negative moods. The booklets made be made available nationally through the National Cancer Institute.

“It’s not just about advancing the science,” Simmons said. “We want the people we develop the inventions for to be the ones that get to use them.”

Contact Christopher O’Donnell at codonnell@tampabay.com or 813-2263446. Follow @codonnell_Times.

MOFFITT CANCER CENTER

Location: Tampa

Employees: 9,077

Website: moffitt.org

EMPLOYEE COMMENTS

• “I don’t know of a place outside of Moffitt that cares for the patients who walk through the doors like Moffitt does. Everyone from in the halls, to the cafeteria, to the clinic, and also the office suites; everyone cares for the patients.”

• “It is a position where I have the opportunity to talk to people and make a difference in their day. I enjoy the positive energy I feel when I come to work.”

• “Every person, employee or patient, is treated like an individual. No one is treated like they are just a number.”

Photos courtesy of Moffitt Cancer Center

The Moffitt Cancer Center flagship location in Tampa.

Jack McKenna, Moffitt Cancer Center senior vice president and chief human resources officer.

Vani Simmons, Moffitt assistant center director for community outreach engagement and equity.

Clearwater syrup maker coaches students with a taste for business

Dunedin High School students visited Monin’s headquarters to learn about entrepreneurship.

BY BERNADETTE BERDYCHOWSKI Times Staff Writer

At the Clearwater headquarters of syrup manufacturer Monin, beverage innovation manager Julia Melucci told a group of 11th graders about how she got her start at the company.

It dates back to her high school days when she attended a similar business leadership program. Her class visited the company headquarters.

It helped her build relationships and problem solve for her current job: developing drinks that go on menus for national chains like Outback Steakhouse or Chick-fil-A, she said.

At the demonstration, Melucci, 46, brought out a syrup highlighting Monin’s “flavor of the year.” It’s called Ube, a purple yam found in southeast Asia. She poured it into a cup of lemonade and the students watched as the distinctive-purple syrup turned pink.

“If a restaurant says ‘we want ube,’ and then I just make that? Guess what, it’s not purple anymore,” Melucci said. “So you have to keep experimenting and coming up with solutions to get what the customer wants, right?”

The visit kick-started a coaching program between Monin employees and Dunedin High School 11th graders who were in the process of developing their own business plans. It’s in partnership with educational nonprofit Junior Achievement of Tampa Bay, that connects local companies with high school students to develop future talent and give them hands-on learning experience.

Last year, Dunedin High’s 11th graders won the first-ever competition with the help of Monin. And this year, Monin came back to help the next group of students going through the six-week program.

Monin is trying to help shape future talent in the Tampa Bay region, said senior marketing manager Hussain Shamseddine. Monin is among the midsize companies included in the 2024 Tampa Bay Times Top Workplaces.

The principal goal is to make sure students know there are growing companies in the area, he said, and that they don’t have to feel stuck after high school.

“We’re seeing an increase of talent migrating to the Tampa Bay area. So there’s definitely an opportunity for the business community to really promote and speak towards that,” Shamseddine said. “And then there’s the education component.”

The group of students got to tour the Clearwater office and talk with several staff members about how Monin operates and markets its products.

In one presentation, the Monin marketing team brought out five perfume sample strips that broke down the components of a strawberry scent such as fruity, creamy, sweet, green and … sweaty? None smelled like a strawberry on its own, but put together, the students were awed at how they could recognize Florida’s primary winter crop. And if they took out the sweaty strip, they were shocked how the scent became more like a Jolly Rancher candy than a fruit.

The team told the students to be meticulous about details in their business plans and find out customers’ needs and how to stay ahead.

Luciana Crespo, an 11th grader who wants to study communications in college, said she didn’t realize how much thought went into making flavored syrups for beverages and the marketing research that drives it.

At Monin’s Clearwater headquarters, the company’s senior marketing manager, Hussain Shamseddine, heads a presentation to high school students on Feb. 18. He explained the marketing campaign for Monin’s “Flavor of the Year” research that predicted this will be a big year for ube products.

The trip helped expand her idea of what she could do with a communications career, she said.

“This is an example of a job. And it’s an example of what can you do for your future,” Crespo said.

Monin is among several companies in the area coaching high school students. Junior Achievement has partnered with Jabil, KnowBe4, Reliaquest and other leading local companies. At the end, students present their projects to Raymond James executives.

“Their hopes are to kind of have

some of these students lightbulbs go off and go ‘I want to work here.’ We know that talent and workforce development are a huge topic these days,” said Olivier Millour, director of 3DE partnerships and development at Junior Achievement. Millour said another core part of the program focuses on expanding teenagers’ access to more human connections after the pandemic. Students crave having successful role models to look up to, especially in the past few years.

“What’s really important for students these days is just to build those soft skills (i.e. communication, critical thinking or relationship building),” Millour said.

When beverage innovations manager Melucci was in high school, she said she had no idea a job like hers even existed in her hometown.

She started out as a bartender in local resorts and hotels. She felt burnt out by the hospitality industry and sought other opportunities, such as creating her own beverages. After she was featured in a magazine for her strawberry shortcake martini creation, it was Monin that reached out to her.

Now, she said, students today can start learning skills for their work to find a job they love like she did.

“I hope that they take away the fact that there’s a lot more out there than you even realize,” Melucci said.

Contact Bernadette Berdychowski at bberdychowski@tampabay.com.

Follow @bberdychowski

MONIN Location:

Clearwater

Employees: 279

Website: monin.com

EMPLOYEE COMMENTS

• “Every day brings excitement and new opportunity. We get to run our market as if it was our very own company. The culture is contagious and full of energy. It’s pretty awesome to work for Monin and sell the very best flavorings to our valued customers.”

• “I like it here because of the culture. I have worked at places where I feel like a number. I do not feel that way here. I think it is a fair place to work, and I have a lot of pride knowing we make the best.”

• “I never feel like my voice isn’t heard.”

DOUGLAS R. CLIFFORD | Times

From left: Rock Melon Cantaloupe, Cucumber, Pineberry and Dragon Fruit syrups are displayed at the Monin Americas Headquarters and Flavor Innovation Center.

BERNADETTE BERDYCHOWSKI | Times

Reward comes in smiles of new homeowners

Employees say they’re motivated by the hope they see in families.

BY TEGHAN SIMONTON Times Staff Writer

On a recent February morning, a small crowd of employees, volunteers and sponsors gathered around a newly completed Lealman home to present the keys to its new owners. At the end of the dedication, members of the crowd stretched arms to touch the freshly painted stucco and pray over the family’s future.

To many employees of Habitat for Humanity of Pinellas and West Pasco counties, this is the most special part of the process — when a house is completed and a client becomes a homeowner.

For Lupe Jimenez, the feeling is familiar. Jimenez bought his home through Habitat about a decade ago. Today, he is a senior field superintendent for the organization, overseeing 28 build sites in two counties.

“It’s become so much fun, when a homeowner would come and I’d explain how it feels …” he said. “It’s the best place I’ve ever been in my life.”

At the local affiliate of the international nonprofit, eligible applicants can purchase a home with a zero-interest loan. In exchange, they contribute hundreds of hours to the building, a process that takes about a year.

“I wanted to be in the house pretty much every day,” said Jimenez, who was quickly drawn into the technical world of construction. About four years after moving into his home with his wife and children, he returned to the organization as a volunteer. Four months later, he was an employee.

Several Habitat employees said they were drawn by the hope and smiles they see working with clients fulfilling dreams of homeownership. The work is fast-paced and challenging, said Camila Gonzãlez, vice president of mortgage services, but its focus on helping families is rewarding.

Gonzãlez came to Habitat

after volunteering at a build site in 2014, then participating in a Global Village trip, where she spent a week working on homes in Malawi.

“I knew that this was my calling, just from that trip,” she said. “Locally you can see (the impact); it’s more tangible. Internationally, it’s the impact you can sometimes be blind to.”

Tampa Bay has struggled in

recent years with mounting rent burden and home costs, fueled by the COVID-19 pandemic, population growth and inflation. In the last four years, the local affiliate had to pivot in many ways — building townhomes in addition to single-family units, putting properties into a county land trust to keep prices down, increasing fundraising and partnering with municipalities.

Lupe Jimenez, above and left, purchased his home through Habitat for Humanity. He went to work for the nonprofit, first as a volunteer, and now is senior field superintendent for Habitat for Humanity of Pinellas & West Pasco counties. He supervises building sites in two counties.

“We have to find new and creative ways to make things work,” said Mike Sutton, chief executive officer. “We saw this massive increase in costs four years ago, and it’s never come back down.”

Candi Hagler, chief strategy officer, said the organization’s conversations on planning and sustainability have shifted, mindful of a quickly changing economic landscape. She said the challenges of working in a nonprofit dedicated to housing during an affordable housing crisis are made worth it by the organization’s cohesiveness and culture of support.

“There’s just a unity,” she said. “We’re all pulling for the same thing, which is impact.”

Despite the recent economic

barriers, the local affiliate, since 2018 has produced more homes each fiscal year than the previous year and has grown from 19 to more than 70 employees in the last 10 years.

“The growth is a direct correlation to the people we hire,” Sutton said. “They have to buy into the mission of what we’re trying to do and never be satisfied with the fact that we need to find more ways to serve families in our community.”

About 10% of the employees are like Jimenez — homeowners who helped build their own houses, then came back to the organization as volunteers or staff members.

Kevin Dorsey was an engineer three years ago when he was accepted into the program as a homeowner. His enthusiasm caught the attention of program leaders and shortly after moving into his house, he was offered a position as a program recruitment and engagement coordinator. His job is to recruit potential applicants and encourage them throughout the process.

“It’s just awesome to see from the beginning and to see them get to the finish line,” Dorsey said.

Contact Teghan Simonton at tsimonton@tampabay.com.

HABITAT FOR HUMANITY OF PINELLAS AND WEST PASCO COUNTIES

Location: Clearwater

Employees: 71

Website: habitatpwp.org/ EMPLOYEE COMMENTS

• “I can make an impact on the community I live in.”

• “I know that I make a difference. I am surrounded by people who are all working towards the same goal and possess those work ethics needed to succeed and grow as an organization.”

• “Working together with a team to empower those that qaualify to purchase a home they otherwise would not be able to.”

Photos by DIRK SHADD | Times

Each day unlike the previous — or the next

Take

BY TEGHAN SIMONTON Times Staff Writer

Past the ticket counter and behind Tampa International Airport’s bright, clean facade, there is a dim, cavernous atrium where luggage moves over workers’ heads on a web of conveyor belts.

In a control room, a large map locates spots where movement has stopped and luggage is jammed.

Hillsborough County Aviation Authority employees climb to the spots to restore the flow of bags, which are then sorted and stacked onto carts that zip down the wide concrete tunnel, headed toward their respective airlines.

Walking through here is like being inside a living thing, the bones and veins of the region’s largest transport hub on full display. With more than 650 employees, the aviation authority is responsible for keeping Tampa International running smoothly and efficiently.

The last few years have marked significant growth for Tampa International and the authority, which also runs the county’s smaller, publicly owned airports. The authority hired 50 additional employees, while at Tampa International, a record number of passengers — 25 million in 2023 — can see a new rental car center, more restaurants, and soon, a new terminal.

Growth in the airport requires more work to keep everything proceeding smoothly. Few people realize that running an airport is like running an entire town, with its own accredited police force, businesses and operations team.

“It’s been a lot to take in,” said Darryl Somrah, the authority’s logistics coordinator in building maintenance, who has worked there for 15 years. “Plumbing quadrupled, everything quadrupled — square footage, the maintenance of the tiles, the ceiling, everything.”

Maintenance employees make up a third of the authority’s workforce, handling everything from

event setup, building maintenance, landscaping and any other possible thing that benefits the airport’s performance or its “public image.” Somrah said the maintenance team tries to accommodate all aspects of the Authority’s needs — meaning no two days are the same. They get involved if there is an issue with a plane, if the Transportation Security Agency needs

more stanchions for a crowd or if a board meeting is planned. “It’s a lot of different pieces that have this machine well-oiled and well-running,” Somrah said.

But authority employees say they’re motivated by the support and transparency given at all levels.

“I love the culture here,” said Noelle Cudzilo, an airfield inspec-

Darryl Somrah is the aviation authority’s logistics coordinator in building maintenance. His group comprises one-third of the authority’s workforce.

tor. Her job is to clear the runways of debris and wildlife and ensure the field is up to the standards of the Federal Aviation Administration. “It’s a very team-oriented, family-oriented place to work. We’re also very goal-driven, too.”

Melissa Solberg, senior manager of the office of innovation, said authority leadership invests in the work environment with the goal of keeping employees engaged, which ultimately benefits the passenger experience. In recent years,

that has included investing in the SkyCenter One, a new office building that includes a fitness center, cafe and easy access to the Tampa airport’s facilities.

“At the highest level, we look at things that are new or different that add value to the organization,” Solberg said. “I think collectively, when you think about who we are as an airport to our community, it’s equally important to do the very best that we can for our employees.”

Employees are kept apprised of the airport’s long-term expansion plans, invited to regular town hall meetings and given the chance to ask questions. Somrah said there are workplace events — barbecues, family days, golf outings, events with local sports teams — that facilitate a sense of camaraderie among Authority employees. Hard work never goes unappreciated, he said.

“You can be walking through this terminal and see anybody that works in the airport, and you can ask them for a hand, and they will say, ‘Yes,’” he said. “People care.”

Contact Teghan Simonton at tsimonton@tampabay.com.

HILLSBOROUGH COUNTY AVIATION AUTHORITY

Location: Tampa

Employees: 670

Website: tampaairport.com

EMPLOYEE COMMENTS

• “Every day brings new challenges which motivate me. Everyone works together as a team no matter what department you belong. I’m particularly proud of the work I do, the organization I work for, and the success we achieve together. We are a close-knit community.”

• “I am able to affect change and feel like a contributor to the Authority’s success.”

• “I am valued for my contributions and opinions; this organization stands by its beliefs and is honest about the challenges.”

• “I can make an impact and be a catalyst for positive change.”

Photos by DOUGLAS R. CLIFFORD | Times

Kyle McFadden, systems recovery engineer with the Hillsborough County Aviation Authority, monitors Tampa International Airport’s baggage conveyor system in the main terminal.

Seldom if ever seen operating deep in the belly of the airport’s main terminal are Norberto Bonilla, left, and Brett Conners, sorting baggage between flight arrivals at Tampa International.

Working at Sandpearl Resort feels like a vacation

The emphasis is on teamwork from the top down among employees at the beachfront hotel.

BY REBECCA LIEBSON Times Staff Writer

“We live where you vacation.”

It’s become a common refrain among Floridians old and new who want to boast to friends living in colder climates. But perhaps no one embodies that expression more than the employees of the Sandpearl Resort.

On his commute from Dunedin to Clearwater Beach, Pira Pong “Manning” Chanpuang, takes in views of crystal blue Gulf of Mexico waters. On his way to clock in, he passes through the grand lobby with its gleaming marble floors and massive windows overlooking the pool area.

“It’s a million dollar picture, and I look at that every day,” he said. “I can’t ask for more than that.”

Chanpuang, 61, started almost nine years ago as an overnight valet. In just five months moved his way up to the bellman position. Before that, he had never worked at a hotel.

That’s not unusual at the Sandpearl, said general manager Eric Waltz.

“What I’m looking for is not necessarily the experience but do they make good eye contact? Are they a smiley, friendly, happy person? Are they a hospitality person?”

Every new recruit goes through a monthlong training regimen to get acclimated.

Lucia Knapp, 35, started working as a front desk agent 10 months ago. Though she had a lot to learn, she’s been able to pick everything up quickly with the support of her superiors and co-workers, she said. She hopes to one day move into a managerial role herself.

“Everyone around me definitely motivates me to do better,” she said. “Knowing that I have that kind of team and management makes me want to come to work everyday.”

The emphasis on teamwork

10 months.

“Everyone around me definitely motivates me to do better,” she says.

comes from the top down, said Ally Currier, director of human resources. Everyone helps everyone.

“You’ll see Eric in the dish pit if they need help,” she said. “It doesn’t matter that he’s the general manager.”

Hard work doesn’t go unrecognized at the Sandpearl. Those who go above and beyond have the opportunity to be named associate of the month or employee of the year. Good work also is rewarded with sand dollars, a sort of in-resort currency that can be traded in for prizes like spa treatments or dinner for two at Caretta, the hotel’s fine dining restaurant.

The best prize of all though is seeing the smiles on guests’ faces, said Chanpuang. He looks forward to seeing the regulars who come back year after year.

He’ll never forget the time that one of the younger guests drew a picture of him and handed it to him in the lobby. The child’s mother told him her kids always ask her when they can go back to the Sandpearl to see Manning.

“They feel like family to me now,” he said. “That’s a pretty rewarding thing to find in a job. It just makes you feel good.”

Contact Rebecca Liebson at rliebson@tampabay.com.

SANDPEARL

RESORT LLC

Location: Clearwater Beach

Employees: 250

Website: opalcollection.com/ sandpearl/ EMPLOYEE COMMENTS

• “I’m appreciated for what I do and I have bosses who show they care by checking in on us. I also love that the resort takes good care of us with full-time benefits, events and just by being nice. Walking through work I’m greeted by smiling faces. Having thoughtful employers and great coworkers contributes most to the Sandpearl being a great environment.”

• “I enjoy working with leadership and employees also I have been given the chance to do what I have always wanted to do as far as a career path here at the Sandpearl.”

• “Even when I make mistakes, I’m taught properly how to do things right and encouraged to ask questions and keep learning.”

Pira Pong Chanpuang, known to visitors and colleagues as “Manning,” has worked as a Sandpearl bellman for 10 years.

Photos by DIRK SHADD | Times

Sandpearl Resort, located at 500 Mandalay Ave. on Clearwater Beach, looks out onto the Gulf of Mexico. Clearwater Bay is in the background.

Lucia Knapp works as a front desk agent at the Sandpearl Resort in Clearwater. She has worked there for

More than one team is in play here

Employees said they love the company’s focus on charity and helping fans make memories.

BY EMILY L. MAHONEY Times Staff Writer

TAMPA — When the lights dim and electricity crackles from the Tesla coils inside Amalie Arena, excited fans focus on the Tampa Bay Lightning players vying to win the game on the ice. But an enormous team extends beyond those players, comprised of more than 200 employees whose jobs revolve around making the game experience memorable.

A control room full of people handles camera angles and graphics, seeing the game as a story that fans are experiencing in real-time. Ice maintenance staff ride Zambonis, having spent hours before the game making sure the ice is perfect — filtered but not too pure, free from too much humidity in the air — and hard enough to help the players go fast. Others change out the pucks, which are kept in a freezer to ensure they don’t bounce. The Lightning’s chief executive sits not in a suite but in his preferred spot in the nosebleeds, in between making rounds throughout the arena to check in with staff.

It’s all part of a workplace culture that staff says emphasizes teamwork and community service.

“The people are definitely the best part,” said Felicia Sablan, manager of production operations. She works in the control room, making quick decisions about when to display which graphics and even which fans resemble certain cartoon characters for the “Look-a-Like Cam.” She said the production staff has goofy rituals for each game, like fist-pumping every time the song “Sandstorm” plays. It makes her stressful job feel like fun.

But she loves working for the fans, too, particularly seeing the reaction from kids who get featured on the big screen for the first time.

“The experience is for them — for them to have fun, for them to feel like they’re a part of something,” Sablan said.

Steve Griggs, chief executive

officer and vice chairperson, said the Lightning organization has worked hard to develop a culture of treating people well. He said he usually puts in about 15,000 steps per game because he constantly walks the building, talking to ticket takers and other staff. When he’s not circulating the arena, he’s watching the game from his favorite spot on the 300-level upper deck, where he used to come with his kids.

“I want to be connected to the fans. I want to be connected to our part-time staff. I know them all by name. They know me by name. I am not ‘Mr. Griggs,’ I’m ‘Steve,’” he said. “It creates a culture of, ‘We’re all in it together.’ There’s no hierarchy.”

The Lightning’s leaders know they ask a lot of their employees, particularly in the long hours of playoff season, so they work to make sure people feel valued. On-site therapists come to the arena offices once a week for free sessions. They are offered public speaking and leadership training programs, regular events for employee appreciation and to celebrate big games. All fulltime employees received authentic rings after the team’s recent Stanley Cup championships.

Giving back to the community is another major emphasis at the company — one that staff said stems from the team’s owner, Jeff Vinik.

In 2022, each full-time employee was given $5,000 from Vinik’s family foundation to donate to a charity of their choosing. They are asked to volunteer at least 40 hours per year and are paid for that time away from their desks.

Some employees brought up less institutional actions that were just as meaningful.

Kerry Allen, director of event services, had been working for the Lightning for only one week when Hurricane Idalia hit last year. Griggs, the CEO, texted him to see if he had a safe place to go.

“I hadn’t even met him or talked

to him face-to-face yet,” Allen said.

Ali Murdock, the assistant manager of ice operations, said she and other members of her team were out on the ice as the players celebrated their Stanley Cup win at

home in 2021. At one point, Coach Jon Cooper came over to the ice staff to take a group picture — then some of the players brought the cup, too. A National Hockey League offi-

cial told Murdock he never had seen anything like it, she said.

“I think it says how much (the players) appreciate all the work that goes into it, from everyone in the organization,” Murdock said.

Contact Emily L. Mahoney at emahoney@tampabay.com. Follow @mahoneysthename.

TAMPA BAY LIGHTNING

Location: Tampa

Employees: 230

Website: lightning.nhl.com

Employee comments

• “I get to fulfill my dream job of working in sports, and making memories of a lifetime for our clients.”

• “I am able to make positive impacts among people in the Tampa community.”

• “There are no egos. Everyone works together to achieve the same set of goals regardless of title.”

Photos by DIRK SHADD | Times

Ali Murdock, Tampa Bay Lightning assistant manager of ice operations, drives the Zamboni to prepare the playing surface before a Lightning game at Amalie Arena.

“The people are definitely the best part,” said Felicia Sablan, manager of production operations. She is in charge of selecting and displaying graphics during Lightning games.

Collaboration, teamwork help ease stress of high-intensity work at St. Joseph’s Children’s

“People are very much open, respecting each other’s opinion,” a physician says.

BY SAM OGOZALEK Times Staff Writer

TAMPA — St. Joseph’s

Children’s Hospital isn’t the largest of its kind. It boasts 219 beds, employs more than 550 people and handled more than 37,000 emergency room visits last year.

However, compared to other children’s hospitals across the country, staff there say the Tampa facility enjoys a workplace culture that fosters better collaboration among employees. And that improves efficiency and makes the high-intensity environment less stressful.

“People are very much open, respecting each other’s opinion and able to say, ‘Hey, I don’t agree with you,’” said Kelvin Lau, director of pediatric electrophysiology at the medical center, which is part of the 16-hospital BayCare Health System. “In different institutions, it’s kind of like, ‘It’s my way or the highway. I’m more senior than you.’”

Lau, who has worked at the hospital since 2019, said he hopes its current atmosphere is maintained when BayCare replaces

the facility by 2030.

The health care system announced last year it will build a new St. Joseph’s Children’s Hospital on its existing campus near Raymond James Stadium. The project is in the early design phase and it is not yet clear how many beds it will have, hospital spokesperson Amy Gall stated in an email. Last year, the medical center saw 9,100 admissions and conducted 4,900 surgeries. BayCare is the largest provider of pediatric services in West Central Florida, according to the company.

More capacity could help the hospital’s cancer program. It has seen a recent spike in patients, said Don Eslin, medical director of hematology and oncology.

The program had 78 new patients last year, and almost 90 in 2022, Eslin said. Four years ago, there were about 50. Eslin attributes the increase to the area’s pandemic era population boom.

One of the program’s latest patients is Santiago Lopez, 17, an 11th grader from Riverview who is receiving chemo-

therapy due to a lymphoma cancer on his scalp. Lopez hopes he’ll finish the treatment in late April.

On a recent Thursday, he was staying in the program’s

22-bed inpatient unit after developing mouth sores due to the chemo. Lopez, who is interested in becoming an actor, said the hospital workers were

comforting and made him feel safe. “There is a really good congeniality between physicians, staff,” said Eslin, who has been at the hospi-

tal for four years. “Everyone’s working toward helping people get better.”

He noted the collaborative spirit.

“I can pick up the phone and call anyone if I have a question, and vice versa,” he said.

The head of cardiology recently contacted Eslin about an adult patient with a congenital heart problem and a bleeding risk. (Pediatric heart doctors continue to see adults who were born with cardiac issues, Eslin said.)

“They needed some help. I’m like, ‘OK. ... Call me and I’ll talk to you about it,’” Eslin said. “It’s outside my scope technically because of age, but we’re going to make sure the patient’s taken care of.”

Veronica Walker, a registered nurse in the 16-bed pediatric intensive care unit who has been at the hospital for seven years, said she appreciates how closely her team works together and the familiarity among staff. Her unit cares for some of the hospital’s sickest children, often seeing kids suffering from respiratory illnesses or family abuse and those involved in car crashes or near-drowning incidents.

“I’ve been at bigger places where I don’t think half the nursing staff knew who I was,” Walker said.

Contact Sam Ogozalek at sogozalek@tampabay.com.

BAYCARE HEALTH SYSTEM

Location: Clearwater

Employees: 31,579

Website: baycare.org

EMPLOYEE COMMENTS

• “I’m proud of the organization I work for. I feel like we truly make a difference in the community.”

• “I currently have time to talk to my patients in this position. I don’t get yelled at by physicians and I feel like the manager actually listens to me. I feel valued in this position. This job is a lot different and better than my previous position.”

• “I am able to connect with people from all walks of life and help them to become a better version of themselves.”

Kelvin Lau is the hospital’s director of pediatric electrophysiology.

Patients ring a bell when their chemotherapy treatment is complete at St. Joseph’s Children’s Hospital in Tampa.

Veronica Walker, CN II, works in the Pediatric Intensive Care Unit at St. Joseph’s, one of 16 BayCare hospitals.

Photos by JEFFEREE WOO | Times

Don Eslin, medical director of St. Joseph’s Children’s Hospital’s Hematology-Oncology, talks to his patient, Santiago Lopez, 17, of Riverview, who said the hospital’s workers made him feel comforted and safe.

St. Petersburg-based company benefits the most vulnerable

BY CHRISTOPHER O’DONNELL Times Staff Writer

More than 1 million people are waiting for the Social Security Administration to process their disability claims with average wait times more than 200 days.

In addition to frustrating delay, applicants must navigate a complex application process fraught with pitfalls that include a hearing before an administrative law judge.

It’s why many applicants turn to Quikaid, a St. Petersburg company that provides representation and management of claims.

Quikaid was founded in 1993 and still had only two employees when CEO David Wright acquired the company in 2010. Since that time, its workforce has increased to 91, and it also provides work for an additional 60 independent contractors and non-USAbased employees.

The legal services company took on almost 14,000 new claims in 2023 and currently is serving 20,000 clients across the United States. The company does not take out-of-pocket payments but instead receives a percentage of any backdated disability payout. That means the company gets paid only if it is successful in getting its clients’ applications approved.

Those clients are typically individuals with debilitating injuries, such as victims of car accidents, or who have developed health conditions that prevent them from working, said Jaky Salazar,

supervisor of the client service department.

The company spends a lot of resources training the specialists whose job is to help clients through what is often a frustratingly long and bureaucratic process at a time when they are distressed and anxious about their future.

Some clients want to give up.

The calls can be “heartbreaking,” Salazar said. Specialists are trained to empathize but never to mirror the emotions of those on the other end of the line. The message they give back is that they’re here to help and will keep working until they get their application approved.

“That gives them the hope they need that they don’t hear in their daily lives,” Salazar said. “We understand what our clients are going through. We know this is the most difficult time in their life, so we’re empathetic.”

The advantage of using a disability services company is access to expertise for a process most people will go through only once in their lives. The company compiles necessary medical records, files initial applications and appeals any denials and provides representation at disability hearings.

“We pride ourselves on being experts; we learn the ins and outs of the whole process,” said Salazar.

Conscious of the emotional toll the work can take on some of its employees, Quikaid has tailored its policies and workplace culture to make the workday easier and encourages a healthy work-life balance, said Hannah Smith, Wright, Quikaid’s human resources manager.

Employees can take breaks whenever they want throughout

DIRK SHADD | Times

“We understand what our clients are going through,” said Jaky Salazar, client service department supervisor with Quikaid. “We know this is the most difficult time in their life, so we’re empathetic.”

the workday and work schedules are flexible when possible. Most non-supervisory employees benefit from being able to work from home. Paid time off ranges from 15 to 25 days per year. Workers are encouraged to participate in decisions about the company and the workplace with some ideas put to company-wide votes. There are annual cost-ofliving pay increases in addition to merit-based pay raises and a promote-from-within culture that provides a career path toward supervisory and management roles, Smith said. “We benefit from the fact that the work we do is extraordi -

narily important in terms of our clients’ lives,” said Smith, “That really brings us together as a team because our clients appreciate our effort and the positive results we deliver on their behalf.”

Contact Christopher O’Donnell at codonnell@tampabay.com or 813-2263446. Follow @codonnell_Times.

QUIKAID

Location: St. Petersburg

Employees: 91

Website: quikaid.com/ EMPLOYEE COMMENTS

• “I genuinely know we are work-

ing to help people navigate Social Security’s guidelines and gain benefits that they deserve! I love knowing we do so much to help the disabled.”

• “I work with supervisors and co-workers who are respectful of each other and the supervisors provide you with the tools and job aids to do your best and be self-sufficient in your job. Kind, caring and generous management.”

• “The work environment is laid back, yet fair, and focused on steady personal and company growth while keeping an overall positive atmosphere to keep morale high.”

Hannah Smith is Quikaid’s Human Resources manager.

Individuals seeking Social Security disability support have increased rapidly in past decade.

Small Pasco hospital makes for a close-knit, supportive staff

The Zephyrhills medical center is a “second home” for staff, one nurse manager says.

BY SAM OGOZALEK Times Staff Writer

ZEPHYRHILLS — The beige hospital in this Pasco County city has only 149 beds. The facility, sitting near the Zephyrhills water tower, is about 40 years old.

But employees say AdventHealth Zephyrhills’ size, tiny compared to most other Tampa Bay medical centers, is part of what makes its workplace culture so welcoming and supportive.

Nurses in its 16-bed progressive care unit grow close. Administrators hand out candy to staff during weekend shifts. When seniors are hospitalized and have no family in the area, workers sometimes take care of their pets.

“This is our second home,” said Caitlyn Mingo, who commutes from Plant City and is the unit’s new assistant nurse manager for night shifts. “I don’t feel like I’m a number here at all. I feel very supported.”

It hasn’t always been easy to maintain familiarity among employees. During the height of the COVID-19 pandemic, as the delta variant raged across Florida and caused a wave of hospitalizations, monthly turnover hit 30% for staff such as nurses and radiology technicians, said Ryan Reed, the chief medical officer.

The rate rebounded to about 17% late last year, he said. Reed credited programs in which employees start working at the hospital in entry-level positions, like nurse technicians, while continuing their college education to acquire more skills.

The medical center, which recorded more than 11,000 admissions last year, is doubling down on its efforts to retain nurses in Zephyrhills.

Saint Leo University, which began offering a bachelor’s degree

in nursing in 2021, announced in February that it was partnering with the hospital to allow its first class of nursing students to gain experience at the facility.

Nurses mentor the students, working 12-hour shifts side by side. They monitor patients, conduct health assessments and provide medications.

The hospital makes sure its nurses can easily raise concerns to executives. Each unit has a nurses council, which can discuss issues and then inform managers.

The progressive care unit, for example, was recently renovated and didn’t have hooks on the wall for preparing IV tubing, so nurses requested them, said Kristina Wood, director of special projects, who has been at the medical center for over five years.

Soon after starting at the hospital, Mingo found out she was pregnant. Staff threw her a “huge” baby shower, she said, despite barely knowing her. Her son is about to turn 1, and Mingo hasn’t yet had to buy diapers due to her colleagues’ generosity.

“At a time where I needed family, they were family,” said Mingo, who has worked at the medical center for almost two years.

Mingo added that she got 12 weeks off to care for her newborn — even though she didn’t qualify for that amount under the federal Family and Medical Leave Act.

“It was like, ‘Take your time. We’re here. You’re supported. Don’t stress out. Your job’s waiting for you,’” she said.

AdventHealth Dade City, a 120bed hospital just up the road in Pasco County, has a similar workplace culture, said Yahya Hamed, who joined the medical center six months ago and is manager of its intensive care unit, or ICU, and telemetry.

Earlier this year, an ICU charge nurse driving home to Homosassa hit a pothole and damaged her tire and rim, Hamed said. A colleague went out and helped her.

“They get so close because it’s a smaller hospital,” Hamed said.

Contact Sam Ogozalek at sogozalek@tampabay.com.

ADVENTHEALTH ZEPHYRHILLS AND ADVENTHEALTH DADE CITY

Location: Zephyrhills and Dade City

Employees: 1,760

Website: adventhealth.com/ hospital/adventhealth-zephyrhills

EMPLOYEE COMMENTS

• “It is a peaceful and positive culture. The leadership is extremely supportive and when we have issues they are resolved immediately.”

• “I get to be part of an engaged team that loves what we do. Seeing patients heal and hearing their appreciation is very rewarding. I am a leader that helps to support an amazing team. The physicians are excellent and care about the patients.”

• “I have the opportunity to learn and grow and feel like part of a family.”

Photos by SAM OGOZALEK | Times

Caitlyn Mingo, left, is assistant nurse manager for night shifts in the progressive care unit at AdventHealth Zephyrhills. Amber Strickland is a nurse in the same unit.

AdventHealth’s Zephyrhills medical center, which has 149 beds, recorded more than 11,000 admissions in 2023.

Ryan Reed is chief medical officer at AdventHealth Zephyrhills and Dade City.