WELCOME MESSAGE
The 2025 Regional Competitiveness Report demonstrates the undeniable power of data to inspire meaningful change. For eight years, this benchmarking tool has provided the insight needed to turn challenges into opportunities, helping leaders across business, government, and nonprofit sectors make informed decisions that drive progress.
Tampa Bay remains a magnet for talent, families, and businesses, ranking first in net migration and in the top five business startup rates, and number seven for in-migration of young professionals. Additionally, the 2025 report highlights year-over-year improvements in an outstanding 43 of 67 metrics (64%), and over a third of the indicators (23) climbed in rank.
A ordability concerns were paramount in the last edition. In 2025, major expenditures have eased slightly, and households are spending closer to $0.55 of every dollar on housing and transportation, instead of $0.57.
Poverty rates have also fallen from 12.45% to 11.96%, although the pace of improvement has been gradual, and disparities remain. While these shi s are worth celebrating, 45.81% of Tampa Bay households are classified as ALICE (Asset Limited, Income Constrained, Employed) or in poverty.
Although average wages continue to grow at around $2,500 annually, income for most residents remains less than needed to live comfortably. The impacts of the COVID-19 pandemic, followed by significant inflationary pressures on housing, mean that many long-term residents are struggling to keep up. The 2025 report also shows an increase in food insecurity, which now a ects 13% of the population despite reductions in other expenditure areas.
Reducing costs and improving wages are broad approaches to addressing these challenges. There is a critical opportunity to upli economic resilience by growing our workforce. Of the 21Talent indicators we track, 57% demonstrated annual improvements. Of particular note, the data shows that the region’s
Bemetra Simmons President & CEO Tampa Bay Partnership
collective energy around early education and disconnected youth has yielded fruit. For example, enrollment among 3- and 4-year-olds jumped significantly, moving Tampa Bay up seven spots in rank. Kindergarten readiness improved by 1.83%, rising to 52.11%. Third-grade reading scores increased by nearly 6%, climbing to 53.57%. And more youth ages 16-24 are finding their way into continuing education or the workforce than ever before.
Farther along the talent pipeline, we see that educational attainment rates are climbing across BA/BS and graduate levels. The data further reveals that these increases in attainment may point to supplementary "brain gain"—an influx of more educated residents moving into the region. However, the reductions in high school graduation rates, degree production for certificates and AA/AS+ degrees, and educational attainment rate for residents aged 25-34 for BA/BS+ degrees raise an alarm that we must reinforce our attention on those areas to continue cultivating homegrown talent.
Well-paying jobs are more than economic milestones—they are the foundation of a higher quality of life. When residents access sustainable wages, the ripple e ects touch every facet of their lives: health outcomes improve, families thrive, and communities strengthen. The talent pipeline is the critical link in this chain, ensuring that every individual has the opportunity to gain the skills, education, and resources needed to contribute to and benefit from a prosperous region.
We are well on our way! Tampa Bay’s growth will be bolstered alongside our ability to address the challenges that come with it. A ordability, educational outcomes, and workforce readiness should inspire our collective attention. The future depends on our ability to strengthen every link in the talent pipeline and ensure that prosperity is within reach for every resident.
Together, let us learn from the data, lean in, and lead solutions for an ever-brighter future for Tampa Bay.
Marlene Spalten President & CEO Community Foundation Tampa Bay
Jessica Muro CEO United Way Suncoast
ABOUT THE REPORT
The Regional Competitiveness Report features over 65 indicators, developed through the collaborative e orts of more than 100 leaders across business, government, and nonprofit sectors, and reviewed annually by community stakeholders.
This report evaluates regional performance and progress in comparison to 19 peer and aspirational communities, as well as the national average. Organizations leverage this data to identify community challenges, set priorities, and allocate resources e ectively.
The pillars of our regional economy—Economic Vitality, Innovation, Infrastructure, Talent, and Civic Quality—capture the essential needs of our residents and businesses. Together, they provide a framework for prosperity and measure key outcomes to ensure that economic growth is both robust and inclusive.
Our comparison metro areas were chosen based on similarities to Tampa Bay, including population, demographics, economic size, and the presence of regional assets such as ports and research universities, alongside the prevalence of competition for economic development opportunities.
COMPARISON COMMUNITIES
The Tampa Bay region is comprised of eight counties: Citrus, Hernando, Hillsborough, Manatee, Pasco, Pinellas, Polk, and Sarasota. For the purposes of this report, data is either composed by combining individual county-level data or data from the four Metropolitan Statistical Areas (metros):
Tampa-St. Petersburg-Clearwater (Hernando, Hillsborough, Pasco, and Pinellas)
Homosassa Springs (Citrus)
Lakeland-Winter Haven (Polk)
North Port-Sarasota-Bradenton (Manatee and Sarasota)
When metro-level data is used to create a regional value, the component values are weighted by an appropriate factor (population, number of households, etc.). It should be noted that o en, the Tampa Bay regional value remains close to the value of the Tampa-St. Petersburg-Clearwater metro due to its size (it is the 10th largest metro in the nation).
RALEIGH-DURHAM
NASHVILLE
HOWTO READTHE TILES
THE 2025 REGIONAL COMPETITIVENESS SUMMARY REPORT is provided as a resource for the entire community to help each of us make a positive impact on the competitiveness and prosperity of Tampa Bay. Understanding how to read and analyze the information presented within the report is key to it becoming the most useful and relevant tool for everyday use.
Indicator Name
Tampa Bay
The absolute value for Tampa Bay is noted to provide additional context to the relative ranking. When displayed in green, the value improved. When displayed in red, the value worsened. When displayed in black, the value remained the same.
United States
Where available, information for the U.S. is included to illustrate how Tampa Bay compares to national performance. In the Florida Talent indicators, this section of the tile is the state average.
Top Performer
This is the top performer among the 20 markets, and its value.
2025 Ranking
The ranking highlights Tampa Bay’s relative position among the cohort in the 2025 report, and the ranking next to it indicates its position in the 2024 report. When the arrow appears in green, the ranking improved over the previous year. When displayed in red, the ranking worsened. When there is no arrow, the ranking remained the same.
THE COMPLETE DATA SET for each indicator, including the ranking and performance for all 20 markets, as well as the data source, can be found at www.stateo heregion.com.
Disclaimer: The Tampa Bay Partnership Foundation has, to the best of its ability, compiled the information contained within and used it to produce this publication. The data is believed to be the latest available at the time of production, accurate, and from reliable sources. The Tampa Bay Partnership Foundation welcomes feedback from the community. For more information on the methodology for this report, please contact Sarah Burgoyne, Senior Director of Research and Public Policy, at Sburgoyne@tampabay.org.
ACKNOWLEDGEMENTS
THE REGIONAL COMPETITIVENESS REPORT is made possible through the engaged support of business and community leaders throughout Tampa Bay, both past and present.
This project expands and advances previous regional e orts, such as the Economic Market report and the Regional Economic Scorecard, led by the Tampa Bay Partnership and the former University of South Florida Center for Economic Development and Research (CEDR).
The strategic vision and leadership of Chuck Sykes, President and CEO of Sykes Enterprises and the chair of the Regional Indicators Task Force, was instrumental in the creation of the inaugural Regional Competitiveness Report in 2017, along with that of the participating task force members, including:
Robbie Artz
Michael Baughen
Len Becker
David Call
Gino Casanova
Bob Clifford
David Cohen
Tom Corona
David Doney
Nathaniel Doliner
Lee Evans
Gina Gallo
Scott Garlick
Brett Lafferty
Marty Lanahan
2025 STAKEHOLDER REVIEW
Rhea Law
Mark Lilly
Chad Loar
Suzanne McCormick
Seth McKeel
David Pizzo
Dr. Ed Rafalski
Amy Rettig
Nick Setteducato
Marlene Spalten
Matt Spence
William Walsh
Chuck Warrington
Melanie Williams
The feedback and expertise of subject matter experts are essential in shaping the indicators we monitor. During the annual review process, the following regional stakeholders generously shared their time and insights. Their contributions will enhance future editions of the Regional Competitiveness Report, making it an even more e ective resource for our community. We extend our heartfelt thanks for their support.
Stacy Baier
Ric Banciella
Alison Barlow
Diana Bender-Bier
Rick Casey
Amy Cianci
Sarah Combs
Jesse Coraggio
Anna Corman
Sheff Crowder
Josh Ewen
Kelly Flannery
Tina Forcier
Nikki Gaskin-Capehart
Yassert Gonzalez
Andy Hafer
Lorena Hardwick
Scott Henderson
Fred Hicks
David Iloanya
Janet Kahn
Sean King
Ryan Lewandowski
JoLynn Lokey
2025 RESEARCH TEAM
Lisa Lopez
Lee Lowry
Michael Manno
Steven Meier
Olivier Millour
Tom Morrissette
Aaron Neal
Kimberly Overman
Abigail Perez
Lauren Prager
Yanina Rosario
Danielle Ruiz
Kirsten Russell
Diana Santangelo
Richa Sharma
Latika Sharma
Michele Smith
Danielle Testaverde
Nicole Travis
Ebony Vaz
Frank Wells
Carrie Zeisse
The data found in the 2025 Regional Competitiveness Report was compiled and produced, with thanks, by: Lucia Farriss, Ph.D., Barbara J. Caldwell, Ph.D., and Andrew Pagnotta.
OUTCOMES
Outcomes measure the growth of the regional economy, the extent to which economic growth is being enjoyed by everyone, and the attractiveness of the region for its current and potential residents.
Tampa Bay improved in 5 of 9 Outcomes Indicators, with rankings increasing in three areas. For the third consecutive year, the region led the competitive set in Net Migration, though the growth rate slowed from 2.80% in the 2024 report to 2.20%. The in-migration rate of young adults (ages 25-34) also decreased slightly from 9.73% to 9.68%, placing Tampa Bay 7th in this category for the 2025 report. Tampa Bay's unemployment rate for ages 25-64 worsened slightly, increasing from 3.30% to 3.47%. Despite this, the region remains below the national average (3.50%). Year-over-year, Tampa Bay's unemployment ranking has improved from 17th to 14th, reflecting higher unemployment rates in other parts of the country.
Regarding financial resilience, Tampa Bay saw positive incremental progress across all four povertyrelated indicators, likely connected to shi s in other a ordability indicators tracked in the Civic Quality section.
The region's general Poverty Rate declined from 12.45% to 11.96%, an improvement of nearly half a percentage point, outpacing the national rate's decrease of 0.12%. Youth Poverty Rates also showed notable improvement, dropping from 16.83% to 14.86%, with a ranking increase from 17th to 15th. Full-Time Worker Poverty Rate also improved.
In contrast to the U.S. average, which worsened, the Tampa Bay region's year-over-year improvements in ALICE + Poverty Rate propelled our rank forward from 19th to 17th place. Despite positive progress, a shocking 45.81% of Tampa Bay residents are still classified as Asset Limited, Income Constrained, Employed (ALICE) or in poverty, which remains 15 percentage points higher than Seattle (30.81%), the top performer, and 3 percentage points behind the U.S. Average.
ECONOMIC VITALITY
Economic Vitality measures the quantity and quality of jobs within a region, the relative incomes that its residents earn, the wealth they attain, and economic opportunities for its entrepreneurs.
Tampa Bay continues to make meaningful strides across several key economic vitality indicators, with improvements in 9 of the 11 data sets tracked.
Average wages for Tampa Bay climbed by 4.22% to $63,412, outpacing national growth but still trailing the U.S. average by around $9,000. The region’s rank holds steady at 18th place. Service sector wages increased 2.33% to $36,583, slightly ahead of the national average, allowing Tampa Bay to maintain its ranking in 11th place. Job growth slowed to 1.75%, mirroring national trends, but our ranking slipped from 8th to 9th. South Florida is leading the competitive set in job growth with a rate of 2.59%.
Median household net worth surged by an impressive 45.20% to $252,099, likely due to corrections in the stock market. However, this may also be attributed to an influx of older, wealthier residents moving into the region.
The share of advanced industry jobs grew significantly from 15.44% to 21.73%, propelling Tampa Bay to 4th place from 12th, a testament to our growing presence in tech and innovation.
Merchandise export growth stood out, skyrocketing 42.74% in one year to 57.11% and catapulting us from 16th to 1st place. This demonstrates Tampa Bay’s increasing competitiveness in global markets. While median household income rose to $72,413, we maintained our rank in 20th place. The lowest income quintile saw gains from $15,351 to $16,554, finally moving above the national average and improving our ranking from 19th to 18th place.
Business establishment rates increased slightly to 13.59%, holding our position in the top 5 alongside other strong performers like Orlando and South Florida. Housing prices saw modest growth of 0.51%, placing us at 17th, likely a continued correction from the unprecedented increases in Existing Home Sales Price Growth from two years ago. While advanced industry GRP growth slowed from 10.63% to 4.99%, and our rank dipped to 12th, the overall trends show a region on the rise.
INFRASTRUCTURE
Infrastructure measures the quantity and quality of the investment a region makes in underlying structures, including transportation and broadband internet.
Infrastructure has been a long-standing pain-point for the Tampa Bay region. The 2025 Regional Competitiveness Report shows that Pavement Conditions dropped significantly, with only 25.08% rated fair or good compared to 71.86% in 2022. This caused our ranking to fall from 6th to 16th. This may partly reflect inconsistencies in state-reported data, which is reliant on independent submissions.
Transit ridership increased slightly to 6.39 per capita, and vehicle revenue miles per capita rose to 7.7. Yet, in these indicators, Tampa Bay remains ranked 19th and 20th, respectively, underscoring the need for more substantial investments in public transportation.
Pedestrian and cyclist safety improved, with fatalities dropping to 4.62 per 100,000 residents. While this is a step in the right direction, Tampa Bay is still over 2.5 times the national average, and our ranking holds at 20th
The 2025 report shows that congestion eased, with annual hours lost in tra ic dropping from 27 to 25. The incremental improvements in tra ic elevated Tampa Bay to 5th place among comparison communities. However, commute times remain a growing concern, with the average rising to 29.44 minutes and the share of commuters with one-hour-plus commutes increasing from 9.13% to 10.49%. This shi in performance can likely be attributed to the migration of residents within the region who have moved in search of more a ordable housing options, resulting in longer commutes and signaling the pressure our growing population places on infrastructure.
INFRASTRUCTURE
TALENT
Talent measures who is working today and how well the region's talent pipeline is being prepared for the jobs of tomorrow.
Overall, Tampa Bay shows year-over-year improvements in many indicators, giving evidence of a more educated workforce.
Educational attainment saw slight gains across associate, bachelor’s, and graduate degree holders, though the region still ranks 19th in most categories. Graduate/professional degree attainment rose to 12.93%, improving Tampa Bay’s rank to 18th.
However, degree production for ages 25-34 declined, as did AA/AS degree production and certificate production. Performance in these entry-level steps among the higher education talent pipeline raises concerns that the overall increases in educational attainment may be attributed to an older, more educated workforce joining the region via net migration. Extra consideration should be given to cultivating home-grown talent.
High school graduation rates declined marginally from 86.07% to 85.70%, while the rate for economically disadvantaged students dropped more significantly from 80.10% to 79.31%, causing the region to fall four spots to 15th. Focused e orts in late high school through the early stages of higher education will bolster the region’s long-term competitiveness.
Turning our attention to positive strides, it is clear that our regional focus on early education and disconnected youth (ages 16–24 neither employed nor enrolled in school) is making a di erence. The rate of disconnected youth improved from 11.29% to 10.77%, boosting the region’s ranking from 16th to 13th. Additionally, the share of 3- and 4-year-olds enrolled in school rose significantly from 43.37% to 49.89%, moving Tampa Bay from 17th to 10th place and surpassing the national average.
Similarly, STEM degree production rose slightly, li ing the region from 19th to 18th, yet still far below leading metros like Raleigh-Durham.
Labor force participation among those aged 25–64 increased by 1.1 percentage points to 78.54%, narrowing the gap with the U.S. average, though Tampa Bay remains last in this category.
FLORIDA TALENT
Florida Talent measures specific educational pipeline indicators tracked by the state of Florida, and compares the Tampa Bay metro against 3 other comparison metrosJacksonville, Orlando, and South Florida.
We see meaningful momentum in annual performance in five of the nine Florida Talent Indicators (56%). Of note, Tampa Bay continues improving Kindergarten Readiness scores by 1.83% year-over-year from 50.28% to 52.11%. Performance improved significantly in English Language Arts Third Grade Reading, increasing from 47.70% to 53.57%, a 5.87% boost.
However, these positive strides were not enough to advance our ranking compared to other metro areas in the state. While we ranked 2nd in SAT Scores and Kindergarten Readiness, rankings were unchanged for seven indicators. Additionally, Tampa Bay fell in ranking to 3rd place for AP Testing Rates and 4th place for Science in Fi h and Eighth Grades.
INNOVATION
ACKNOWLEDGEMENTS
Innovation measures the extent to which a community and its institutions are generating new ideas, and the market’s reception of these ideas.
Values improved in 75% of the indicators we track but fell in Patent Production per 10,000 Residents. On a more granular level, Tampa Bay increased its research and development expenditures by $2.7 million, reaching $409.63 million, while retaining its 16th place rank for the fi h consecutive year. Houston leads the competitive set at over $4 billion.
University technology licensing income rose by over $900,000 (23%) to nearly $4.8 million, though the region's ranking fell from 11th to 14th, with Atlanta leading at nearly $294 million. Patent production rates dropped over 50% to 1.37 patents per 10,000 residents, causing a ranking decline from 16th to 19th, while San Diego leads at 19.63 patents per 10,000 residents.
Tampa Bay's Small Business Innovation Research (SBIR) and Small Business Technology Transfer (STTR) awards per capita improved year-over-year to $3.80, with a ranking increase to 18th, though it remains well below the national average of $11.66, while Raleigh-Durham leads at $47.61 per capita.
CIVIC QUALITY
CIVIC QUALITY
Civic quality measures the affordability of a region, the health and safety of its citizens, and the recreational opportunities that impact its quality of life.
Tampa Bay’s 2025 Regional Competitiveness Report reveals a strong story of progress in public safety and steady improvements in civic quality. The region’s Total Crime Index dropped significantly from 92 to 83, making Tampa Bay 17% safer than the national average, compared to just 8% safer last year. While San Diego narrowly edged Tampa Bay for the top spot, this remains a critical win for the region. Similarly, the Violent Crime Index improved by 11 points, from 94 to 83, elevating Tampa Bay’s ranking to 5th place. These advancements reflect the ongoing e orts to ensure safety and quality of life for residents.
In other areas, Cultural and Recreational Establishments per 10,000 Residents grew from 4.62 to 4.85, improving Tampa Bay’s ranking to 11th.
A ordability metrics showed modest gains, with housing and transportation expenditures as a percentage of income falling from 57% to 55.35%, and housing expenditures alone improving to 41.15%. Transportation costs saw marginal improvements, with expenditures falling to 14.20% of income, but the ranking held at 18th place.
However, food insecurity remains a challenge, with just under 13% of residents a ected. Tampa Bay holds on to our rank in 16th place despite being slightly better than the national average in this indicator.
Other improvements include a higher health insurance coverage rate, now at 89.39%, boosting the region to 14th place, and a reduction in the share of children in foster care, dropping from 2.51% to 1.90%, resulting in a ranking improvement to 17th. Air quality saw a slight decline but maintained competitive positioning, improving two spots to 4th place overall.
While primary care physician availability declined slightly to 6.92 per 10,000 residents, Tampa Bay’s ranking improved to 14th. Mental health providers expanded to 18.31 per 10,000 residents. However, the region lags behind the U.S. average of 31.36 per 10,000 residents, dropping one spot to 18th place.
Overall, Tampa Bay continues to advance its civic quality, with notable achievements in crime reduction and gradual gains in a ordability, health, and cultural access. These results highlight the region’s dedication to fostering safety and quality of life while addressing areas like mental health resources and food insecurity where continued focus is needed.
This chart provides a quick overview of each indicator's quintile rankings (divided into five equal groups) across the comparison communities. Darker shades represent stronger performance, while lighter shades indicate a less competitive standing. The tool highlights trends among peer and aspirational markets, encouraging further exploration of best practices, and is not intended to convey an overall score.
In the Economic Vitality driver category, Tampa Bay saw improvements in 82% of its indicators, with values rising in areas like business establishment start rate and median household net worth. However, challenges remain as the job growth rate slowed to 1.75% and the advanced industry gross regional product (GRP) growth rate dipped to 4.99%. Ranking trends were mixed, with 27% improving, 45% holding steady, and 27% declining. These shi s reflect a growing economy that continues to attract new residents and businesses.
Innovation indicators also saw progress, with 75% of values improving, including increases in university technology licensing and research and development expenditures. However, the region experienced a decline in patents per 10,000 residents, and ranking improvements were limited, highlighting the need to bolster e orts in this area to remain competitive.
Rank 17-20
n/a
SBIR/STTR
Capita Airline Passenger Growth Annual Hours Lostin Congestion (Contains Ties) Household Digital Access Average Commute Time (Contains Ties) Commuters with 1+ Hour Commutes (Contains Ties)Walkability
In Infrastructure, results were mixed, with half the values improving. Tampa Bay faces persistent challenges in transportation and connectivity despite small gains in transit ridership and service availability. We saw improved airline passenger growth rate, digital access, and annual hours lost in congestion, but worsened in pavement condition, average commute time in minutes, and the share of drivers with over an hour commute.
When looking at Civic Quality, Tampa Bay demonstrated significant strides, with 75% of indicators improving. Crime rates saw notable decreases, and rankings improved in 58% of metrics, reflecting meaningful progress in public safety and community well-being. However, persistent challenges remain in areas like food insecurity.
Tampa Bay’s Talent category showed positive trends, including a significant rise in early childhood metrics. Advancements in science throughout K-12 will be favorable for Advanced Industry Jobs in the future, although math indicators showed a slight decline.
We continue to attract new residents, and a ordability is getting better for the region. Our GRP Growth rate is above the national average and GRP per capita continues to grow.
16-24 Year Olds Neither Employed norin School Certificate Production per 10,000 Residents Degree Production per 10,000 Residents STEM Degree Production per 10,000 Residents High School Graduation Rate High School Graduation Rate Economically Disadvantaged 3& 4-Year Olds Enrolled in School Educational Attainment Rate: AA/AS+ Educational Attainment Rate: BA/BS+ Educational Attainment Rate: Graduate/Professional 25-34 Year Old Educational Attainment Rate: BA/BS+ Labor Force Participation Rate: Age 25-64 (Contains Ties)Cultural/Recreational Establishments per 10,000 Residents Mental Health Providers per 10,000 Residents A ordability: Costsas Percentageof Income A ordability: Housing A ordability: Transportation FoodInsecurityPrimaryCarePhysicians per 10,000 Residents Air Quality (Contains Ties) Health Insurance Coverage Rate Total Crime Index (Contains Ties) Violent Crime Rate Index Share of Children in Foster Care (Contains Ties) Unemployment Rate (Contains Ties) NetMigrationPopulationAge 25-34 In-Migration Rate Gross Regional Product (GRP) Growth Rate Per Capita Gross Regional Product (GRP) Financial Instability Rate: ALICE+Poverty Poverty Rate Youth Poverty Rate Full-Time Worker Poverty Rate
The authors, along with the collaborating team, extend their gratitude to the board leadership of Community Foundation Tampa Bay, United Way Suncoast, and the Tampa Bay Partnership. Your dedication and active involvement are greatly appreciated as we work together toward a more competitive and thriving Tampa Bay.
COMMUNITY FOUNDATION
TAMPA BAY BOARD OF TRUSTEES
Oscar J. Horton, Chair Sun State International Truckers, LLC
Barry M. Alpert Alpert Financial Group, Inc.
Joshua M. Bomstein Creative Contractors
Ronald L. Ciganek Commercial Banking Executive
Patricia L. Douglas Patricia Douglas Consulting, LLC
Dr. Andrew Hafer Innovation Entrepreneur
Thomas F. Kennedy Westpro Group, Commercial Real Estate
Karen B. Lanese Lanese & Associates CPA Firm
Christopher C. Lykes Banking Executive
Sareet Majumdar ICTC Global Manufacturing Solutions
Andres S. Prida Prida, Guida and Perez P.A.
Linda O. Simmons R.R.Simmons Construction
Dr. Kevin Sneed University of South Florida
Marlene M. Spalten Community Foundation Tampa Bay
Susan L. Touchton Volunteer Community Leader
Kay Annis Wilson Retired CEO, Volunteer Community Leader
Gregory C. Yadley Shumaker, Loop & Kendrick, LLP
UNITED WAY SUNCOAST BOARD OF TRUSTEES
Sara Nichols, Chair Appspace
Robbie Artz Tampa Bay Rays
Lori Baggett PODS Enterprises, LLC
Renee Baker The RBI Group
Sam Blatt Amazon
James Camp Eagle Asset
Cheri Coryea Coryea Consulting
Scott Curtis Raymond James Financial
Mike Daigle M&J Daigle, LLC
Tammy Davis StevenDouglas
Jacki Dezelski Manatee Chamber of Commerce
J.P. DuBuque Rivero, Gordimer & Company
Jamie Egasti Voyant Beauty
Carl Harness Hillsborough County
Gary Hartfield Serenity Village
Laura Hurd PwC
Devaney Iglesias Florida Power and Light
Robert Lane Kerkering, Barberio, & Co.
Traci Larsen Regions Bank
Phillip Lee Florida Blue
Mary Lifland CAN Community Health
Chad Loar PNC Bank
Melva McKay Bass Suncoast Credit Union
Asena Mott
South Florida State College
Rebecca Pickett Better Choice Company
Thomas Rametta Ultimate Medical Academy
TAMPA BAY PARTNERSHIP COUNCIL OF GOVERNORS
Nikky Flores, Chair JPMorgan Chase
Brian Auld Tampa Bay Rays
Christina Barker Vinik Family O ice
Brian A. Butler Vistra Communications
Andrew Koenig CITY Furniture
Rhea F. Law University of South Florida
Phillip Lee Florida Blue
Carolyn Monroe Old Republic National Title Holding Co.
John A. Moore
Orlando Health Bayfront Hospital
Benjamin J. Pratt The Mosaic Company
Cary Putrino Fi h Third Bank
Melissa Seixas Duke Energy Florida
Jyric Sims HCA Healthcare, West Florida
Helen Wesley TECO Peoples Gas System
United Way Suncoast Board of Trustees continued
Thais Rodriguez-Caez EY
Sonja Rosario Citibank
Alex Sink Community Volunteer
Robert Thompson Community Volunteer
Gerhard Toth GTE Financial
Jessica Tressler Fi h Third Bank
Sean Wilkinson Publix
TAMPA BAY PARTNERSHIP LEADERSHIP COUNCIL
Stacy Baier Helios Education Foundation
Jared Barr Grow Financial Federal Credit Union
Pierre Caramazza Franklin Templeton
Bob Cli ord WSP USA
Robin W. DeLaVergne Tampa General Hospital
Keri Eisenbeis BayCare Health System
April Grajales Regions Bank
Steve Griggs Tampa Bay Lightning
Jill Kermes TD Synnex
Atul Khosla Tampa Bay Buccaneers
Kara Klinger Deloitte & Touche, LLP
Chad Loar PNC Bank
Thomas Mantz Feeding Tampa Bay
Merritt Martin Mo itt Cancer Center
Ivory Matthews Neal Communities
Andy Mayts Shumaker, Loop & Kendrick, LLP
Iwan Mohamed Truist Bank
Jessica Muro United Way Suncoast
Edwin Narain AT&T
Keith O’Malley USAA
Ben Porritt
Brightline
James Armstrong Raymond James Bank
Robin Roark, MD McKinsey & Company
Marlene Spalten Community Foundation Tampa Bay
Josh Taube Strategic Property Partners
(Leadership lists are current as of January 06, 2025.)