- Derrick Chubbs | President & CEO, Second Harvest Food Bank of Central Florida
- Catherine Steck McManus | President & CEO, Habitat for Humanity, Greater Orlando & Osceola County
- Ed Durkee |President & CEO, Goodwill Industries of Central Florida
- Jeff Hayward | President & CEO, Heart of Florida United Way
- Mark And Josie NeJame | Founders, Runway to Hope
One of Derrick Chubbs’ main concerns is making sure healthy food makes it to children’s tables.
1. Derrick Chubbs | President & CEO, Second Harvest Food Bank of Central Florida
Derrick Chubbs moved to Orlando specifically for his role with Second Harvest. Previously the CEO for the Central Texas Food Bank in Austin, Chubbs also worked with the American Red Cross after a successful career in the technology sector, in key roles at Dell, Pervasive Software and IBM.
“Basically, I classify my career in two halves,” says Chubbs. “I thoroughly enjoyed my time with them,” he says of his work with the above companies, “and I spent a significant amount of time volunteering and sat on a few nonprofit boards during that period. The service aspect didn’t just start. When I went to the American Red Cross, my previous experiences had a lot do to with where my heart was.”
Today, Chubbs and his team of 190 employees at Second Harvest work with more than 800 additional nonprofit organizations and distribute food to soup kitchens, church pantries, retirement community pantries, schools and universities, the equivalent of 300,000 meals each day.
“That is enormous,” says Chubbs. “Good on one hand, not so good on the other, because that gives us an indication of what the hunger challenge is for Central Florida.”
His role, he says, focuses on two distinct elements: continuing to keep his employee base motivated and focused on the enormity of what Second Harvest does, and ensuring that donor investments go directly to providing food to those who depend on Second Harvest’s services, its neighbors.
“It’s heavily driven by the types of relationships that I’m able to maintain,” says Chubbs, “and the fact that if I make a promise to you, I deliver on that promise.”
Second Harvest is facing the harsh reality of food resource programs that were cut by government in 2025. First, the Local Food Purchase Assistance Cooperative Agreement Program (LFPA) was eliminated, which resulted in a $3.8 million cut to funding. Then, the Commodity Credit Corporation Chart Act, or CCC Chart Act (which provides support for emergency food programs), was revoked, Second Harvest saw the immediate loss of 28 tractor trailer loads of food. This summer’s One Big Beautiful Bill Act will have additional impacts on kids, families and older adults who receive SNAP benefits or Medicaid, adding to the number of people seeking help from the charitable food system.
“We’re trying to bridge as much of the gap as we possibly can,” says Chubbs. “We typically distribute in the 90-plus million pounds of food a year, and now we’re looking at high 70s/low 80s. For this upcoming year, we’ll lose around 10-15 million pounds of food that we typically distribute. That’s meals that won’t make it to children’s tables.”
“There’s nothing I’m more concerned about than that right now,” he says.
Catherine Steck McManus’ Cornerstone Housing Initiative looks to transform the housing system.
2. Catherine Steck McManus | President & CEO, Habitat for Humanity, Greater Orlando & Osceola County
Referred to as a “wicked problem” by social scientists, the housing crisis is defined as being so complex that it has no single cause or straightforward description.
“It’s a complex system and it’s changing at an accelerating rate,” says McManus, who leads Habitat for Humanity, Greater Orlando & Osceola County’s mission to bring people together to build homes, communities and hope. “The housing system involves numerous and ever-changing players, each having multiple measurements of success. As a result, understanding the housing crisis requires a shared language and shared goals.”
And while the problem can’t be solved overnight, Habitat for Humanity, Greater Orlando & Osceola County’s recent launch of the Cornerstone Housing Initiative looks to transform the current housing system by aligning the region’s housing supply with its residents’ needs.
“In leading the effort, I have had the honor of working daily—and much more intensely than ever—with key stakeholders from the public, private and independent sectors,” says McManus. “Making new friends through this process and then being able to introduce those new friends to others has been a thing of joy. It’s significantly strengthened my ability to develop more effective and long-lasting partnerships across all three sectors of our economy.”
“I strongly believe these new multi-sector partnerships will magnify everyone’s ability to better serve the growing needs of our community,” she adds.
McManus identifies laying the groundwork for the Cornerstone Housing Initiative as a significant achievement in the past 12 months, and advancing that initiative is top of mind in the coming year.
“It frames the solution sets needed to address the housing crisis by introducing a systems approach to policy development,” says McManus. “Driven by research and community engagement, this initiative seeks to create a more sustainable and accessible housing system by fostering collective action among stakeholders. The bottom line is that the current housing crisis isn’t just about a shortage of homes, it’s about a housing system that creates and perpetuates barriers to progress. That’s why it’s important to transform the system by advancing bold policies, fostering innovative partnerships and engaging in community-driven solutions.”
The upcoming elections for both the mayor of Orange County and the mayor of Orlando will be game changers for our region, she says.
“These back-to-back races will shape the leadership of Central Florida for years to come,” says McManus. “Mayor Buddy Dyer, in office since 2003, has announced he won’t seek re-election, and Mayor Jerry Demings is term limited. Both have led with distinction and navigated our region through significant growth and change. Their departures open the door to new leadership—and new vision. These are high-profile, influential roles that will help define our shared future, making these elections incredibly important for every resident and every corner of our community.”
Ed Durkee helps people achieve The American Dream at Goodwill. Photo courtesy Godwill Industries of Central Florida
3. Ed Durkee | President & CEO, Goodwill Industries of Central Florid
Ed Durkee views philanthropy not as charity but as empowerment. At Goodwill Industries of Central Florida, he’s working to build an ecosystem where opportunity is accessible to all. “I am completely persuaded by The American Dream,” he says. “I think Goodwill is an extraordinary tool to help people achieve it.”
Durkee believes Orlando should build on its nonprofit strengths, from national organizations like United Way and the YMCA to grassroots leaders like Lift Orlando. “The philanthropic sector can convene us to link our efforts and strategically address community issues,” he says.
One example is the Work Transition Program, a partnership with CareerSource Central Florida that helps people receiving public benefits transition into private-sector work. “The CareerSource team has been a dream to work with,” Durkee says.
Prioritization, however, is his toughest challenge. “There are so many opportunities to improve what we do and serve the community,” he says. “Figuring out the most important ones—and shaping the organization to be able to do them—is challenging, fascinating and rewarding.”
Goodwill’s model is unique in that it defines success not by funders’ metrics but by people’s own goals. “The hard work of accountability makes us so much better,” Durkee explains.
He’s also keeping a close eye on shifting policies around trade, immigration and funding. “The uncertainty created by changing rules could have a big impact on our employees and our shoppers,” he says. Monitoring data helps Goodwill stay agile.
Durkee’s ultimate vision is what he calls a Good Jobs initiative, one that goes beyond paychecks. “Money is part of it, but also in how successful people feel in their work,” he says. “Employers have incredible powers to make people feel like they’ve had a good day and are accomplishing their goals.”
For Durkee, the mission is personal and deeply American. “Life, liberty and the pursuit of happiness,” he says.
Jeff Hayward knows firsthand the struggles hardworking Central Florida families face.
4. Jeff Hayward |President & CEO, Heart of Florida United Way
Jeff hayward has spent his career tackling some of Central Florida’s most pressing challenges. Under his leadership, the Heart of Florida United Way recently celebrated its 85th anniversary, continuing its mission to help working families achieve stability beyond basic needs like food, housing and utilities.
He sees Orlando as a city that has long embraced collaboration and innovation, particularly in creating economic opportunity for residents. “Pathways to job training, access to adult learning and homeownership assistance create permanent personal assets and, ultimately, economic sustainability for families,” Hayward says.
Partnerships are a cornerstone of his approach. Heart of Florida United Way is preparing to announce major collaborations with local school districts based on the “community partnership school” model, which requires a long-term commitment of 10 to 25 years. Similar schools have seen graduation rates climb from the mid-60 percent range to more than 90 percent, absenteeism drop significantly and college attendance rise by double digits.
But while he celebrates progress, Hayward is candid about the challenges. He points to the pressure nonprofits face when investing in technology. While AI and data tools could dramatically improve efficiency and outcomes, nonprofit spending in this area is often dismissed as “overhead.” He argues such investments should be seen as prudent long-term strategies, no different from the private sector.
Hayward’s motivation is deeply personal. He recalls growing up in a working-class family that struggled after his father’s death, relying on food stamps and fuel assistance. “What keeps me going is knowing I can do more for the hardworking families in Central Florida who, through no fault of their own, face many of the same challenges that my mom faced,” he says.
Looking forward, Hayward sees Orlando’s push to become a high-tech hub as a potential game-changer. But, he emphasized, growth must be paired with investments in affordable housing, transportation, schools and neighborhood life.
Mark and Josie NeJame say community service is their way of giving back to the city that shaped them. They are motivated by gratitude and faith.
5. Mark And Josie NeJame | Founders, Runway to Hope
For Mark and Josie NeJame, philanthropy isn’t a side pursuit—it’s a calling. Together, the couple has transformed Runway to Hope into one of Central Florida’s most impactful nonprofits, providing support to families battling pediatric cancer. Their philosophy is simple: Philanthropy must be authentic, inclusive and collaborative.
“It needs to be rooted in sustainable impact,” say the NeJames. “True philanthropic leadership requires staying connected, being teachable and adapting with purpose.”
One of their most enduring partnerships has been with Rosen Shingle Creek. “What began years ago as a shared commitment to do good has evolved into a deep, values-driven collaboration,” they explain. “Together, we’ve hosted events that raise critical funds and awareness for pediatric cancer, while also building community around hope, healing and resilience.”
The couple says their biggest challenge is balancing heart with strategy. “Leading a charity like Runway to Hope, where every decision impacts real families navigating the unimaginable, is deeply personal,” they add. “It’s emotional work, but it also requires structure, vision and accountability.”
Even in times of success, they insist on reflection. “One of the most complex challenges this year wasn’t a crisis, it was the comfort,” they note. “When things are going well, it’s easy to stay the course and avoid restructuring. But we’ve learned that progress requires reflection, even in calm seasons.”
Motivated by gratitude and faith, the NeJames say community service is their way of giving back to the city that shaped them. “Through faith, hard work and a little luck, we’ve been able to walk through doors we weren’t always expected to enter,” they say. “Now that we’re in those rooms, we believe it’s our responsibility to hold the door open for others.”
Looking ahead, they’re focused on creating a centralized hub for families facing pediatric cancer—a place that nourishes not just physical needs but emotional and spiritual ones. They’re also leading two innovative initiatives: the Central Florida Pediatric Cancer Coalition, which unites providers and nonprofits, and the Hope Portal, a digital platform simplifying access to financial support.
