- Dr. Maria Vazquez | Superintendent, Orange County Public Schools
- Dr. Alexander Cartwright | President, University of Central Florida
- Teresa Jacobs | Chair, Orange County Public Schools
- Dr. Georgia Lorenz | President, Seminole State College
- Dr. Kathleen Plinske | President, Valencia College
- Garry Jones | President, Full Sail University
- Dr. Deborah German | Founding Dean, UCF College of Medicine
- Dr. Christopher F. Roellke | President, Stetson University
- Serita Beamon | Superintendent, Seminole County Public Schools
Dr. Maria Vazquez is proud that OCPS earned an “A” district grade for the second consecutive year.
1. Dr. Maria Vazquez | Superintendent, Orange County Public Schools
The OCPS Portrait of a Graduate—part of our new Strategic Plan 2030—outlines the academic foundations, essential skills and workplace readiness skills we want every student to develop,” says Vazquez. “We can’t achieve that vision in isolation. To prepare students for their future, we are extending our partnerships with local businesses, civic organizations and higher education institutions to provide more options for meaningful, real-world learning experiences. Internships, mentorships, service learning and industry certifications must become core components of a student’s journey.”
“As we upgrade our Orange Technical College campuses around the county,” she adds, “these learning hubs will also play a role preparing our students for career opportunities while they are in high school and beyond. When we align our community’s strengths with our students’ potential, we build not just graduates, but future leaders.”
The approach leads into Vazquez’s vision for the coming year.
“In the next 12 months, our primary focus will revolve around two critical pillars,” says Vazquez. “First, we must redouble our efforts to showcase the unparalleled value and robust educational experience offered by our traditional public schools, ensuring every family recognizes us as their first and best choice for their children’s future.”
“Second,” she continues, “to truly meet the evolving needs of our students and educators, we will aggressively pursue innovative partnerships and secure vital private funding sources, complementing our public resources and fostering a thriving environment for all learners.”
She’s proud that the district earned an ‘A’ district grade for the second consecutive year.
“This accomplishment reflects the dedication of our educators, students and families,” says Vazquez. “We saw improvement in 11 of 12 accountability measures, with 96 traditional schools earning an ‘A’ and 76 percent earning an ‘A’ or ‘B.’ None of our traditional schools received a grade of ‘D’ or ‘F.’ It’s clear evidence that when we invest in our people and align our practices with data, we see real gains in student learning and school performance.”
She’s motivated by the knowledge that education is the most powerful force for opportunity in society.
“Every decision I make is guided by a deep commitment to ensuring that all children, no matter their background or ZIP code, have access to the tools, support and inspiration they need to thrive,” Vazquez says. “When I started school, my teachers made sure I wasn’t left behind even though I didn’t speak English. By seeing my potential, teachers shaped my trajectory. We can do that for every one of the more than 200,000 students in Orange County Public Schools. Serving others, especially our students and families, is both a responsibility and a calling.”
Cartwright sees both opportunity and responsibility in the rise of AI in education.
2. Dr. Alexander Cartwright | President, University of Central Florida
As president of the university of Central Florida, Dr. Alexander Cartwright has positioned the institution as a powerhouse for innovation, research and workforce development. His leadership underscores UCF’s role at the heart of Orlando’s growth, fueling the region’s high-tech, creative and hospitality sectors. Cartwright’s vision is clear: leverage the transformative power of education to propel the city—and the state—into a new era of opportunity.
Cartwright believes Orlando’s future as a leader in education lies in strengthening the connection between academia and industry. “Orlando can continue to create an environment that further strengthens connections between academia and industry as we collectively drive innovation and the growth of our economy,” he says.
With more than 69,000 students, UCF has become Florida’s premier engineering and technology university, partnering with state colleges to prepare a highly skilled workforce that meets the needs of today’s rapidly evolving economy.
Since 2020, Alexander Cartwright has led the University of Central Florida, the state’s largest university and a driving force in Orlando’s economy. A scholar in optical sensors, he is a fellow of the American Association for the Advancement of Science, SPIE and the National Academy of Inventors.
One recent example of UCF’s collaborative approach is the Pegasus Partnership with Lockheed Martin. Through this expanded partnership, Lockheed Martin will deepen its investment in UCF’s College Work Experience Program, which has already provided career-shaping opportunities for more than 10,000 students. Many of those students have gone on to full-time roles in Florida’s aerospace industry. The agreement also includes joint research and a new executive education program to help Lockheed Martin upskill its leaders. “Together, we are fueling innovation, creating high-value jobs and developing the talent that will help Lockheed Martin meet the needs of a rapidly evolving economy,” Cartwright says.
As UCF grows, Cartwright is focused on balancing excellence and efficiency. He sees that challenge not as a contradiction but as a mandate. “We live and work in the best and most affordable state in the country for higher education, and with that comes the responsibility to ensure that UCF continues to transform lives, drive our region’s economic prosperity, and address society’s greatest challenges,” he says. The university has sought to generate new revenue streams and investment opportunities to continue delivering impact for students and the state.
Looking ahead, Cartwright sees both opportunity and responsibility in the rise of artificial intelligence. UCF recently launched its Institute for AI, an interdisciplinary hub designed to explore ethical guidelines, advance research and prepare students to be leaders in a rapidly changing workforce. “AI’s integration into classrooms and research presents opportunities and challenges,” he says. “Institutions need to explore ethical guidelines while developing an innovative workforce skilled in the use and development of AI.”
As Orlando continues its trajectory as a high-tech hub, his commitment to aligning education with economic growth ensures that UCF—and the city it calls home—remain at the forefront of innovation.
Teresa Jacobs is concerned about cuts that threaten OCPS in supporting students’ mental health.
3. Teresa Jacobs | Chair, Orange County Public Schools
By aligning education with the real needs of our local economy and empowering students with both academic and life skills, Teresa Jacobs is helping to position Orlando as a leader in public education.
At the heart of this plan is OCPS’ Portrait of a Graduate, an outgrowth of the feedback OCPS heard from the community, its business partners and local employers. It defines the essential skills students need to succeed in life, not just academically, but as thoughtful, responsible and capable individuals, which include: critical thinking and problem-solving; effective communication; personal and social responsibility; professionalism; and workplace readiness.
“We’ve incorporated the workplace readiness our business community was looking for in our young people,” says Jacobs. “To bring this vision to life, we’re creating home-grown, real-world opportunities throughout students’ K-12 experience.”
“By aligning education with the real needs of our local economy and empowering students with both academic and life skills,” she adds, “we are positioning Orlando to lead the way in public education.”
But it wasn’t always that way. 25 years ago, Jacobs became increasingly concerned about the impact of Orange County’s rapid growth on its overcrowded schools, which her children attended. When she and her neighbors pushed for change and the efforts fell short, Jacobs ran for office to help lead change from within. She proposed a countywide charter amendment requiring coordination between the county, cities and OCPS, which voters overwhelmingly approved. It remains the only ordinance of its kind in Florida and has also helped build broader support for critical school funding tools such as the sales tax and impact fees.
“Thanks to these resources, OCPS has been able to keep up with growth and renovate or replace all of its schools,” says Jacobs. “This experience reminded me that leadership doesn’t have to be complicated or only found in books on leadership. Sometimes, it’s as simple, and as hard, as seeing something that’s wrong and refusing to look the other way.”
Jacobs isn’t looking away from the challenges regarding funding in public education.
“Right now, we’re facing the potential loss of federal grant funding that supports 177 positions, roles we would no longer be able to fund if that money goes away,” she says. “We need a stable, sustainable source of funding. Our teachers and staff deserve to know their jobs are secure, and our families deserve the assurance that these vital programs will continue, not just for one more year, but for the long term.”
Jacobs is also concerned about broader cuts that threaten OCPS’ ability to support student mental health.
“That should alarm all of us,” she says. “Our students are carrying so much, and if we lose the resources that help them cope and thrive, the impact will be felt across every classroom.”
Dr. Georgia Lorenz is motivated by helping people reach their full potential.
4. Dr. Georgia Lorenz | President, Seminole State College
Dr. Georgia Lorenz sees education as both an individual pathway and an economic engine. As president of Seminole State College, she has positioned the institution at the heart of Central Florida’s growth strategy. “Our regional colleges and universities are partners in economic development,” she says. “Seminole State aligns our programs and curricula to both the current and emerging workforce needs to provide the talent needed to achieve these goals.”
She points to the DirectConnect to UCF program, celebrating its 20th anniversary, which guarantees admission to UCF for Seminole State graduates. “More than 75,000 students have participated in the DirectConnect program since its inception,” Lorenz notes.
Lorenz is especially proud of Seminole State’s partnerships with AdventHealth and Orlando Health. Together, they have addressed the state’s nursing shortage by establishing Dedicated Education Units where advanced nursing students become part of hospital teams. AdventHealth even committed major funding for a new building on Seminole State’s Altamonte Springs campus to help double the nursing program’s capacity.
Yet, challenges remain. “One of the biggest challenges is balancing the desire to always do more for our students with the realities of our limited fiscal and human resources,” Lorenz explains. To prioritize, the college developed a new strategic plan, Impact 2030, guided by the purpose statement: “Seminole State is your learning partner for career success.”
The rapidly changing higher education landscape—shaped by technology, shifting expectations and public perception—has tested Lorenz’s leadership. “To address this changing context, Seminole State engaged in thoughtful strategy work,” she says. “We dug into analysis of our competitive advantages, our vulnerabilities and the unique ways in which we can contribute.”
Over the next year, Lorenz plans to advocate for more state funding, noting Florida’s state colleges have not raised tuition in 12 years. “To maintain high quality and outstanding student outcomes requires investment,” she says.
Her motivation is deeply personal. “My primary motivator is helping individuals to discover and reach their full potential,” she says. Her community service has focused on foster youth, providing housing and support to ensure their successful transition to adulthood.
According to Dr. Kathleen Plinske, higher education should be a right, not a privilege.
5. Dr. Kathleen Plinske | President, Valencia College
When Dr. Kathleen Plinske reflects on her journey from first-generation college student to president of Valencia College, she thinks of it as a gift she’s now determined to pay forward. “As a first-generation college graduate, my own pathway would not have been possible without the generosity of scholarship donors,” she says. “That experience drives me to expand opportunity for others.”
Valencia College is one of the nation’s largest and most affordable higher education institutions, serving more than 70,000 students across 10 campuses. At just $103 per credit hour, it has become a nationally recognized model for access and affordability. Plinske believes affordability is the cornerstone of equity, but it’s partnerships that turn opportunity into transformation.
She points to DirectConnect to UCF, the guaranteed admission program for Valencia graduates with an associate in arts degree. “Nearly 1 in 5 UCF graduates started at Valencia,” she notes proudly. “This pathway has been so effective in making high-quality education accessible to more students in our region.”
Equally transformative is Osceola Prosper, launched in 2022 by the Osceola County Commission, which guarantees graduating high school seniors a debt-free start at Valencia or Osceola Technical College. “The promise of ‘free college’ is unmatched,” Plinske explains. “As a result, Osceola County, previously ranked 61st in the state for college-going rates, now ranks third.”
Her leadership philosophy blends vision with collective effort. “Leading a college that spans 10 campuses and more than 5,000 employees is both complex and rewarding,” she says. “I’m able to meet that challenge because of the extraordinary faculty and staff who bring their talent, heart and commitment to our students every day.”
That collaborative approach was tested this year when Valencia served its largest student body in history without adding staff. The college also rolled out several major initiatives simultaneously—changes that would normally take years to implement. “It taught me that strong leadership isn’t about managing scarcity, but about inspiring collective resolve,” Plinske says.
Her ambitions stretch beyond Valencia’s campuses. She hopes to see Osceola Prosper replicated in Orange County. “Generous donors made free college a reality for the Class of 2025 at Evans and Jones high schools,” she says. “We can do that for more high schools. To sustain and scale that impact, we would need both public and private investment.”
For Plinske, the goal is clear: Higher education should be a right, not a privilege. “Every student with a dream deserves a path to achieve it,” she says. Her own life is proof of what that access can mean—not just for one student, but for the generations that follow.
Garry Jones prepares students for the industries of tomorrow.
6. Garry Jones | President, Full Sail University
Garry Jones has been shaping Orlando’s creative economy for decades through his leadership at Full Sail University. His vision goes beyond classrooms, emphasizing real-world opportunities that prepare students for the industries of tomorrow. “To lead in education, we need to do more than educate,” he says. “We need to create the conditions that allow graduates to stay, grow and thrive in Orlando.”
Full Sail has built partnerships across sectors, but one recent collaboration stands out: its partnership with Electronic Arts (EA). The university hosted the Madden NFL 25 Championship Series and the Pro Bowl Challenge on campus, providing students with hands-on experience in esports production and live broadcasting. “This collaboration can only serve to strengthen Orlando’s reputation as not only a hub for innovation and technology, but also a place that is building next-gen talent,” Jones says.
With more than 100,000 graduates worldwide, Full Sail’s alumni network is a testament to that mission. Jones hopes to elevate public understanding of the university’s role in shaping industries from gaming to AI. “My goal is to keep telling the Full Sail story, which is really the story of our graduates,” he says.
His commitment extends beyond education into philanthropy. He and his wife, Isis, are active supporters of organizations like The Nature Conservancy and the Foundation for Foster Children.
Looking ahead, Jones sees career development as critical. “Curriculum alone is not enough,” he says. “We are also investing heavily in career development, ensuring that students have the tools, relationships and guidance to translate what they have learned into meaningful work.”
For Jones, Orlando’s opportunity lies in becoming a top-tier destination for global talent. “If we want to lead, we must build a region where talent is cultivated, supported and retained,” he says. “The graduates coming out of our institutions are not just job seekers. They are the future of our region.”
Dr. Deborah German’s definition of professionalism is one she instills in her students.
7. Dr. Deborah German | Founding Dean, UCF College of Medicine
For Dr. Deborah German, medicine is deeply personal. Her inspiration came as a toddler, when her pediatrician, Dr. Taft, refused to let her family’s lack of money prevent her from receiving care. “He said that should never happen again and that my mother would not need to worry about payment,” German recalls. “I was motivated to become a doctor like Dr. Taft and to build a medical school and a medical community of similar professionals.”
That vision has guided her leadership at the University of Central Florida College of Medicine since its founding. Under her direction, the school has become a cornerstone of Orlando’s growing health sciences sector.
The newest development is Nemours’ integration as UCF’s Department of Pediatrics, a partnership that elevates both organizations’ impact on child health. Meanwhile, UCF’s health sciences campus in Lake Nona continues to expand, with the College of Nursing opening its doors in 2024 and opportunities growing for interprofessional research and education.
For German, the opportunity ahead is nothing less than transformative. “Having so many clinical learners on one campus helps us give tomorrow’s healthcare leaders the teamwork and communication skills to best serve their patients,” she says.
Her definition of professionalism, “putting the needs of the other before the needs of the self,” is more than a philosophy; it’s the ethos she instills in her students. That ethic fuels her vision for Orlando’s future as a health innovation hub. One particularly bold initiative: a Travel Health program that could make Orlando the safest tourist destination in the world.
“This involves partnerships with industry, government, the airport and our physicians and scientists,” she says. “Orlando could become the city that has a pathogen surveillance program that is the envy of the world.”
Dr. Christopher Roellke strives to improve the human condition.
8. Dr. Christopher F. Roellke | President, Stetson University
Dr. Christopher Roellke has often commented that when our region does better, Stetson does better (and vice versa).
“We are truly in this together as we seek to improve the human condition,” says Roellke. “One of the joys of being in this field for over 30 years is that I am constantly learning. So, professional and community service roles provide ample opportunity to learn of new perspectives and also more about my own approach to addressing our most pressing challenges and opportunities.”
One of those roles is with the College Presidents for Civic Preparedness, a consortium committed to advancing free expression, free inquiry and civil discourse among the diverse voices on college campuses.
“Stetson has long been a leader in the higher education sector in promoting the importance of freedom of expression and freedom of inquiry,” says Roellke. “In fact, Stetson’s Statement of Principles of Free Expression has served as a model for other independent colleges and universities in Florida. Without the free exchange of ideas and the ability to engage in civil and productive discourse, the power of education is compromised.”
Another outlet for productive discourse is Stetson’s newly created Center for Public Opinion Research (CPOR).
“CPOR is an independent, non-partisan research center that produces objective knowledge of how the public thinks about politics, the economy and other contemporary social issues,” says Roellke. “The center also works with the Orlando Economic Partnership to generate comprehensive economic reporting in the Orlando region.”
In the next 12 months, look for Stetson’s FORWARD TOGETHER (From Florida Gem to National Treasure) strategic plan to bring a new look to sustainability models.
“We think of comprehensive sustainability as a three-fold interconnected challenge,” says Roellke, “human resources sustainability, environmental sustainability and financial sustainability. Achieving these goals will require a great deal of collaboration among faculty, staff and students and I remain confident in our ability to achieve our ambitions.”
Under Serita Beamon, Seminole County is one of Florida’s top-performing school districts. ©Seminole County Public Schools
9. Serita Beamon | Superintendent, Seminole County Public Schools
Serita Beamon’s tenure as superintendent of Seminole County Public Schools began in 2021, amid the turbulence of the pandemic. Four years later, she remains resolute in her mission: to keep students at the center of every decision. “The biggest challenge I face is remaining focused on the real work of serving and educating students in an era of educational uncertainty,” she says. “Everything else I do is secondary to that moral and personal commitment.”
Her leadership has helped Seminole County maintain its status as one of Florida’s top-performing school districts. In the most recent accountability data, the district retained its “A” grade and climbed to 10th in the state, up from 12th. Beamon attributes the success to collective effort. “These data are evidence that our students are learning, our educators are doing the right work and our families and community members are providing support,” she says.
Partnerships, she emphasizes, are essential. She points to her work with Leadership Seminole, the Foundation for Seminole County Public Schools and the Seminole County Council of PTAs. “The women and men who serve on this Board and on the PTAs at each of our schools are true advocates for all children and for public education,” she says. “They go above and beyond day after day to provide our students with supplies, food and experiences that enrich their learning.” In 2024, Beamon was named Florida PTA Superintendent Partner of the Year.
Financial uncertainties, particularly federal funding, weigh heavily on her mind. “Navigating the current landscape of federal financial uncertainties has been the most complex challenge I’ve tackled this year,” she explains. “I’ve learned that I must keep people—students, teachers and staff—first in my decision making.”
In an era of polarization and shifting expectations, Beamon has stayed steady, reminding her district that words and actions at the top echo through every classroom. As she puts it, “The reactions of the School Board and district leadership permeate all levels of our organization. Words matter and so do my actions.”
