50 Most Powerful People of 2025 In Orlando: Business
- Brian Adams | President & CEO, AdventHealth Central Florida Division
- David Strong | President & CEO, Orlando Health
- Tim Giuliani | President & CEO, Orlando Economic Partnership
- Martha McGill | President, Nemours Children’s Hospital, Florida
- Pedro Turushina | President & CEO, Hispanic Chamber of Metro Orlando
- Chuck Whittall | President, Unicorp National Developments
- John Morgan | Founder, Morgan & Morgan
- Craig Ustler | President, Ustler Development
- Pamela Nabors | President & CEO, CareerSource Central Florida
- Heather Hoytink | President, South Division, PepsiCo
- Tanisha Nunn Gary | President & CEO, African American Chamber of Commerce of Central Florida
Brian Adams sees his role as removing barriers so caregivers can fully express their passion. Photo courtesy AdventHealth.
1. Brian Adams | President & CEO, Dr. AdventHealth Central Florida Division
Brian Adams has built his career around the belief that health care is more than treatment—it’s about nurturing entire communities. As president and CEO of AdventHealth’s Central Florida Division, Adams oversees one of the region’s largest health systems during a period of extraordinary growth and change. His mission is clear: Ensure Orlando never outgrows its health care.
Adams sees Orlando at a pivotal point. With the region’s population rapidly expanding, he argues that maintaining national leadership in health care requires more than new facilities. “To position Orlando as a national leader in healthcare, we must continue investing in Central Florida as a premier place to live, work and innovate in medicine,” he says. Attracting and retaining top-tier clinicians, researchers and professionals is a central focus, along with ensuring the city offers the lifestyle and community support that health workers want for their families.
His challenge is monumental: Florida faces the prospect of losing up to 34% of its physician workforce by 2027. AdventHealth has responded with urgency. Its graduate medical education program—celebrating its 50th anniversary—has launched 11 new physician training programs in the past five years. These initiatives, coupled with investments in nursing and clinician development, aim to build a pipeline of caregivers prepared to meet the state’s future health demands.
His leadership is rooted in strategic growth.
“Our entire team is focused on rapidly expanding access to meet the health demands of our growing community,” he said. That means distributing resources strategically and ensuring no patient “falls through the cracks.”
Adams describes his leadership style as service-driven. “I come to work every day to serve the team members who care for residents of Central Florida,” he said. Whether supporting a nurse at the bedside or empowering a physician to expand their skills, Adams sees his role as removing barriers so caregivers can fully express their passion.
That mindset is deeply personal. Raised in a family of caregivers—both his grandmothers were nurses—Adams felt called to health care early on, though not as a clinician. “The sight of blood still makes me squeamish,” he jokes, “but it is my honor to support people through the ministry of healthcare leadership.”
His faith grounds his work. “My motivation is firmly rooted in my faith and a deep sense of calling to serve others, recognizing each person as a valued child of God,” he says.
Adams is also a strong advocate for Orlando’s downtown revitalization. He envisions a city center that supports wellness in the broadest sense—through parks, cultural attractions, sports venues and walkable public spaces. AdventHealth has taken a seat at the table in these cross-sector efforts, viewing them as vital investments in the well-being of every person who lives and works in the region.
“More parks, walkable areas, sports venues and cultural attractions will all make wellness—and wholeness—accessible and part of our everyday lives,” Adams says.
Brian Strong empowers those closest to patients to make meaningful decisions.
2. David Strong | President & CEO, Orlando Health
Jason Siegel has spent the past decade ensuring Orlando is more than just a vacation destination—it’s a global sports capital. Under his leadership, the Greater Orlando Sports Commission has secured marquee events, from Olympic qualifiers to FIFA tournaments, all while keeping community impact at the forefront.
“Orlando must continue investing in our world-class facilities, prioritizing event diversification and deepening its public-private partnerships,” Siegel says. “Remaining competitive means we must be agile in embracing innovation—whether it’s integrating new technologies, welcoming emerging sports or leveraging AI to enhance visitor experiences.”
The numbers tell the story. In 2025, the AAU Junior National Volleyball Championships reached record participation, solidifying Orlando as the epicenter of youth volleyball. That achievement stemmed from a longstanding partnership among the AAU, the Orange County Convention Center, Visit Orlando and Siegel’s team.
“This collaboration not only generated significant economic impact but also created local job opportunities and increased visibility for our region’s hospitality industry,” Siegel explains.
But with success comes complexity. Coordinating the U.S. Olympic Marathon Team Trials required five years of planning and interagency cooperation. “The scale and visibility of the event demanded meticulous planning, from athlete accommodations to public safety,” Siegel recalls. “It reinforced the value of inclusive leadership—ensuring every voice at the table feels heard and empowered—and reminded me that trust, flexibility and humility are essential when navigating high-stakes environments.”
Siegel acknowledges that balancing the interests of stakeholders across four counties is an ongoing challenge. His solution: transparency and relentless communication. “Our ability to deliver regional wins—such as hosting the U.S. Olympic Team Trials and the FIFA Club World Cup—proves that collaboration, not competition, leads to long-term success,” he says.
Looking ahead, Siegel is focused on event retention, new bid acquisition and equitable access to sports tourism benefits. He emphasizes the importance of transportation infrastructure upgrades and the need to strengthen Orlando’s workforce pipeline through internships and career pathways in sports, tourism and events.
His leadership style is mission-driven and collaborative. “I believe in empowering and celebrating others, fostering a culture of gratitude and being relentless in the pursuit of excellence,” he says. “Shared success is the most sustainable kind.”
From hosting WrestleMania to vying for the 2031 FIFA Women’s World Cup, Siegel believes Orlando’s sports future is bright. “With the right alignment and investment, Orlando can raise the bar for major marquee domestic and global events,” he says.
Finding new ways to innovate is the name of the game for Tim Giuliani.
3. Tim Giuliani | President & CEO, Orlando Economic Partnership
Tim Giuliani is thinking 20 years ahead. As president and CEO of the Orlando Economic Partnership (OEP), he is spearheading Orlando 2045, a regional vision to transform Central Florida into a global innovation hub.
“Orlando’s rise as a national economic powerhouse depends on our ability to stay ahead of change—by investing in talent, modernizing our infrastructure and creating the conditions for innovation to flourish,” Giuliani says. “These priorities, outlined in our Orlando 2045 vision, will ensure we’re not just keeping up—we’re setting the standard for business leadership in the 21st century.”
Orlando 2045 is ambitious: positioning the region among the world’s top 10 innovation hubs and creating a network of “15-minute cities” where residents can live, work and play within their neighborhoods. The process of shaping the plan, Giuliani says, has been as transformative as the goals themselves.
“One of the most complex challenges I’ve tackled this year has been leading the Orlando 2045 initiative—a process that required building consensus among a diverse group of stakeholders with different priorities, perspectives and experiences,” he explains.
Partnerships are central to OEP’s approach. From securing $1 billion in semiconductor investment through the Florida Semiconductor Engine to creating the “Unbelievably Real” brand with Visit Orlando, Giuliani’s team has redefined Orlando’s image for investors and visitors alike.
His biggest challenge remains balancing short-term wins with long-term transformation. “Every decision we make today has generational impact,” he says.
Over the next year, Giuliani is focused on implementing early priorities of Orlando 2045: advancing transportation projects, scaling workforce training and attracting high-wage industries. “Every initiative we take on should leave the region stronger, more connected and more inclusive than it was before,” he says.
His motivation is deeply rooted in the next generation. “What motivates me is the opportunity to create a better future for the next generation,” he says. “That’s what makes the work meaningful.”
For Giuliani, Orlando’s future is not just a possibility—it’s a plan. And it’s one he’s determined to see through.
Children are always top of mind in Martha McGill’s work.
4. Martha McGill | President, Nemours Children’s Hospital, Florida
Martha McGill has spent almost 40 years working
in pediatric healthcare. She began her career as a nurse and sees herself as a servant first. In her current role, she’s spent significant time with officials in Washington, D.C. and Tallahassee to ensure that Florida’s children are top of mind as those officials make policy decisions.
“Healthcare has been a hot topic with all of the conversations around Medicaid,” says McGill. “Children represent two-thirds of Medicaid enrollees in Florida and more than 70 percent of Nemours Children’s Hospital, Florida patients are Medicaid recipients, which is the highest percentage of any hospital in the state.”
“As a leader, I have found that people often find contentment during times of uncertainty when they can index to whatever the main thing is—which for us goes back to providing the very best care possible for children,” she adds. “Controlling the controllables is something I have continued to emphasize. We remain focused on our vision, strategy and advocacy priorities and I couldn’t be prouder of the continued expertise and resilience of our associates.”
McGill is extremely proud of how Nemours Children’s Hospital’s growth plans are taking shape in the region.
“We have embarked on a $300 million expansion of the Nemours Children’s Hospital, Florida campus. The expansion will enable us to better support immediate and future capacity needs within the region and beyond,” she says. “The project will add another 110,000 square feet to the emergency department to double its size and increase space for the hospital’s imaging department, while also adding new inpatient beds and observation rooms. Furthermore, a new 75,000-square-foot facility will be added to the campus with an expanded surgery center that will also house the orthopedics division and a revolutionary limb-lengthening center.”
In addition, says McGill, a new location in Lake Nona offers primary care services such as newborn care, well-child and sick-child exams, immunizations and physicals and behavioral evaluations, in addition to specialty services such as adolescent medicine, developmental medicine, genetics and neonatology.
“This opening helps increase access to high-quality primary and specialty care services within the community,” she says.
The next 12 months will be pivotal for health care as a whole, McGill stresses.
“As for Nemours Children’s Hospital, Florida, we remain focused on providing world-class care here at home,” says McGill. “We are one of only four specialty-licensed children’s hospitals in the state and we treat some of Florida’s sickest patients. We already rank among the best in the country in orthopedics and diabetes & endocrinology, and our cardiology program is delivering some of the nation’s best clinical outcomes. In addition, our cancer team is conducting breakthrough research, and our comprehensive neurosciences program is performing life-changing epilepsy procedures. Our future is bright.”
Value-Driven Experiences: “Leadership is not about having all the answers—it’s about listening deeply, finding common ground and creating an environment where feedback becomes a catalyst for excellence,” Turushina reflects.
5. Pedro Turushina | President & CEO, Hispanic Chamber of Metro Orlando
“Orlando is on an exciting path to becoming one of the most opportunity-rich cities in the nation—especially for small business enterprises,” Turushina says. “True progress isn’t measured only in dollars—it’s measured in how many lives we can uplift along the way.”
For more than three decades, the Hispanic Chamber has been a voice for Central Florida’s growing business community. Under Turushina’s leadership, it has redefined what it means to serve as both an advocate and a connector.
One standout initiative is the Young Entrepreneur Leadership Academy, launched recently with local partners. The program targets professionals ages 22-25, preparing them not just for the workforce, but for leadership. “We’re not just preparing them for the workforce—we’re preparing them to lead it,” Turushina says.
Another milestone was the Chamber’s Small Business Town Hall, organized with corporate and government partners to connect entrepreneurs directly with procurement opportunities. “By bringing together government, the private sector, and the Chamber, we created a valuable platform for small business owners to share their needs, network with peers and learn about opportunities to grow,” Turushina explains.
The challenge, he says, is ensuring every business owner feels they belong. “The greatest challenge is ensuring every business owner—regardless of background, language or resources—feels they have a seat at the table,” he says. His strategy: Trust before transactions.
Looking ahead, Turushina’s focus is on expanding member engagement and strengthening partnerships. “Our mission is to connect people, foster collaboration and provide platforms that drive sustainable business growth,” he says.
His motivation stems from the ripple effects of success. “When a business succeeds, it’s never just the owner who benefits—families are supported, communities grow stronger and hope becomes contagious,” he says.
Turushina believes the Hispanic community, the fastest-growing minority in Central Florida, is poised to drive the region’s next chapter. “A true game-changer is for us to continue building bold programming to position the Hispanic Chamber as the premier resource hub for Hispanic business growth and innovation,” he says.
For Orlando, that means a more inclusive, connected and globally competitive economy. “With intentional investment and collaboration, we can position Orlando not just as a thriving local economy, but as a true international hub for sustainable growth,” Turushina says.
Chuck Whittall has reshaped both Orlando’s skyline and economy.
6. Chuck Whittall | President, Unicorp National Developments
Chuck Whittall doesn’t just build buildings—he builds destinations. As president of Unicorp National Developments, he has reshaped Orlando’s skyline and economy through projects that combine commercial ambition with community vision.
“Orlando needs to continue to grow our residential and technology sectors,” Whittall says. “Further, it is paramount that we continue strong law enforcement as businesses want to feel safe in their communities.”
His work has delivered both jobs and gathering spaces. Whittall points to his partnership with attorney John Morgan on O-Town West, a mixed-use development that has brought many jobs and new residential options to the area. “It has brought thousands of jobs to the community along with living and gathering spaces,” he says.
But growth hasn’t come easy. “The biggest challenge in the last two years has been acquiring debt to build new projects,” Whittall explains. “It takes relentless perseverance and capital.” The financing struggles have been a reminder of the persistence required in development. “It continues to teach me to never give up,” he says.
Whittall is especially focused on housing, one of Orlando’s most pressing needs. “Orlando needs more housing,” he says. “We are developing an attainable and affordable housing solution we will unveil in the near future. I must say it’s super cool and innovative.” He credits local leaders for pressing the issue and looks forward to revealing a project that he believes will set a new standard.
Looking ahead, he sees professional sports and entertainment as critical for Orlando’s next chapter. “Professional teams is what Orlando is lacking along with first-class entertainment venues,” he says. He envisions “Vegas-style shows and entertainment” becoming part of the city’s identity and is already working on ways to make that happen.
Whittall’s track record suggests he’ll keep pushing the boundaries of what Orlando can be. For him, success is measured not just in buildings but in the vibrancy of the communities they create.
John Morgan is known for his pragmatism and vision.
7. John Morgan | Founder, Morgan & Morgan
John Morgan is no stranger to bold statements or bigger-than-life ambitions. The founder of Morgan & Morgan, one of the nation’s largest personal injury law firms, has long been one of Orlando’s most influential voices in business, law and politics. His leadership, however, is grounded in a surprisingly simple principle: Results.
“I manage by leaderboards,” Morgan says. “Screaming or yelling is a waste of time. Numbers don’t lie.”
That data-driven mindset has fueled his firm’s expansion into a powerhouse brand with offices nationwide. But it hasn’t diminished his appetite for new challenges. Morgan is currently advocating to bring Major League Baseball to Orlando, a dream he believes could redefine the city. “It would be transformative for the city,” he says.
He also isn’t shy about critiquing Orlando’s heavyweights. With the new Universal Epic Universe theme park opening, Morgan doesn’t mince words: “Disney should be nervous as hell. Their parks are inferior.”
Despite his bravado, Morgan acknowledges the greatest challenge of his career has been managing scale. “My biggest challenge is the size of my firm and other businesses,” he says. “I have been fortunate to have key people throughout the U.S. and my family to delegate much of the responsibilities to.”
Delegation has been vital in weathering unexpected changes. This year, the firm navigated the departure of a key leader. “Graveyards are full of irreplaceable people,” Morgan reflects. “Life and business go on because it has to.”
That pragmatism is balanced by gratitude. “For people to know my word is like a contract and to give back where I can,” he says of his motivation. “So much of what has happened for me is just luck. Gratitude in the form of giving back is a way to acknowledge and appreciate that good fortune.”
Looking ahead, Morgan is focused on expanding his firm, investing in new attractions and continuing succession planning. He remains bullish on Orlando’s potential. Whether it’s a baseball team or a groundbreaking theme park, Morgan has one clear message: The city’s future is just beginning.
Craig Ustler is bullish on downtown Orlando.
8. Craig Ustler | President, Ustler Development
For Craig Ustler, development isn’t just about buildings—it’s about shaping the future of his hometown. “I feel a deep responsibility to make my hometown better,” he says.
That commitment guided his work on transformative projects such as Creative Village.
“Creative Village has been an exemplary public-private partnership,” Ustler says. One of its latest efforts is the adaptive reuse of the Bob Carr Theater, reimagined as a hub for tech and creative innovation. “It is a partnership between the city, private industry, public education and stakeholders,” he explains. “The reimagined Bob Carr will bring the tech and creative community together in a center for inclusive innovation.”
Ustler is candid about the challenges developers face. “We are ultimately beholden to big and overarching things that are out of our control like construction pricing, interest rates and labor shortages,” he says. His philosophy: Control what you can control.
This year, market headwinds forced him to “right size” projects, scaling expectations to what financing could realistically support. “It meant kind of getting back to my roots as a mid-sized urban developer and being the leader who said, ‘We can figure this out—there is always a way.’”
Looking ahead, Ustler stresses the need to restart projects in downtown Orlando, where no cranes currently fill the skyline. “We need to start new projects to show confidence and momentum,” he says. His next endeavor, Creative Village Parcel H, will bring apartments, retail and office space to the district.
Beyond real estate, Ustler sees culture as an essential part of Orlando’s growth. He envisions a thriving restaurant scene and expanded investment in the Dr. Phillips Center for the Performing Arts. “It is the crown jewel of Orlando and successful beyond all expectations,” he says.
For Ustler, development isn’t just about square footage; it’s about vibrancy. “Restaurants are tough to do and a labor of love,” he says. “But they can be game changers for downtown Orlando.”
Pamela Nabors continues to look for ways to expand and modernize Orlando’s workforce.
9. Pamela Nabors | President & CEO, CareerSource Central Florida
Pamela Nabors has built her career on the belief that meaningful work can transform lives. As president and CEO of CareerSource Central Florida, she leads one of the state’s largest workforce development boards, helping thousands of residents connect with training, education and jobs each year.
“The Orlando region should continue to bolster diversity of our economic sectors,” Nabors says. She points to healthcare growth in Medical City, innovation within the theme park and construction as critical pipelines. But she also sees new frontiers, such as the semiconductor industry emerging in Neo
City, as opportunities to expand and modernize Orlando’s workforce.
CareerSource has become a central player in that transformation. Nabors highlights the organization’s role in the National Science Foundation initiative to advance semiconductor manufacturing. “This growth requires greater community exposure to manufacturing careers,” she explains. “It will also create and upskill the workforce in Osceola County and beyond.”
The challenge, however, is resources. “Although CareerSource Central Florida is the second-largest workforce board in the state, our federal funding has been shrinking the last six years,” Nabors says. “The need for a skilled workforce continues to grow; so, we must be creative in developing other funding sources, including grants and corporate investment.”
Creativity has defined Nabors’ tenure. When resources tightened, CareerSource partnered with Valencia College, Seminole State College and the Boys and Girls Club to launch community hubs.
That adaptability reflects her collaborative leadership style. “I focus on providing coaching and support while empowering staff to lead with their strengths and talents,” she says.
Looking ahead, Nabors sees the space industry as a potential game-changer for Orlando. “Our focus is on setting the regional planning efforts into motion so that the natural synergy between manufacturing and aerospace expertise we have in Central Florida, with Brevard County, can become reality,” she says.
Heather Hoytink dreams of partnerships that combine the space industry with consumer goods. ©Pepsico
10. Heather Hoytink | President, South Division, PepsiCo
Heather Hoytink is the first female division president at PepsiCo Beverages North America.
“It’s such an exciting time to be in the beverage industry,” says Hoytink. “Consumer needs and preferences are constantly changing, and future-proofing our portfolio is my north star. From reimagining the traditional cola category with Pepsi Prebiotic Cola to welcoming the poppi brand into our lineup and the continued evolution of hydration through our Gatorade brand, our team is focused on ensuring our portfolio is positioned to deliver on the kinds of beverage options our consumers want now, and in the months and years ahead.”
Staying ahead of change and being a steady and supportive player for your team, she says, has helped her navigate an ever-changing external environment.
“Over the past year, we’ve expanded our PepsiCo Beverages distribution facilities footprint in Florida by 50 percent to meet growing consumer demand across the state,” says Hoytink. “I’m so grateful for the incredible support of our community partners across Central Florida and for the continued investment in our Florida operations. These investments will help us better serve our customers, drive positive impact for our people and our planet and ensure we are well-positioned for an even brighter future in the Sunshine State.”
She believes that Orlando’s growing space industry presents unique opportunities for the city.
“We have the Kennedy Space Center in our backyard, and with the growth of private aerospace companies, I believe Orlando could become the hub where peak innovation meets consumer goods,” says Hoytink. “Imagine partnerships that bring space technology to everyday consumer products or create experiences that connect our community to the final frontier. I could see this happening for the city, especially with such a strong and collaborative community here.”
Tanisha Nunn Gary wants to see all businesses, no matter what the size, have access to capital.
11. Tanisha Nunn Gary | President & CEO, African American Chamber of Commerce of Central Florida
Tanisha Nunn Gary leads with avision shaped by nearly two decades of legal practice and a lifelong commitment to economic empowerment.
Gary sees Orlando at a crossroads, uniquely positioned to become a hub for innovation. To her, the city’s success depends on ensuring businesses—large and small, established and emerging—have access to capital, procurement opportunities and professional development. “We should focus on strengthening our entrepreneurial ecosystem, investing in workforce readiness and building pipelines that prepare leaders for boardrooms and executive positions,” she says.
Her leadership has already yielded powerful results. Recently, the Chamber partnered with Disney to expand one of its signature events, attracting nearly 850 attendees and generating record revenue. The collaboration opened doors for small businesses, creating real contracts and collaborations. “It demonstrated the power of corporate and community alignment to move the needle on economic empowerment,” Gary says.
But leading a lean nonprofit organization is not without challenges. Balancing limited resources with the growing needs of small businesses requires strategy and focus. Gary meets this by cultivating partnerships, leveraging community assets and staying mission-driven. “Staying focused on impact rather than activity helps us maximize outcomes for our members,” she says.
Gary’s priorities for the next year center on expanding access to capital, increasing entrepreneurial opportunities and reactivating businesses that stepped away during difficult times. She is also committed to building a stronger pipeline of young leaders, emphasizing economic mobility and generational wealth.
She is driven by seeing others succeed—especially when they once doubted it was possible.
Looking ahead, Gary believes the Chamber’s upcoming membership reactivation campaign could be transformative. “Businesses are stronger when they move forward together,” she says, underscoring her vision for Orlando’s business community.
