10 for 20

10 for 20

Editor's note: While we at Gulf Coast Business Review are celebrating our 10th anniversary, we won't spend much time dwelling on yesterday. We've already told you what happened the past decade. We are a forward looking bunch. So we asked 10 major forces on the Gulf Coast to step into the future and tell us what the region will look like in 10 years, for the Review's 20th anniversary. These are the biggest hitters from Tampa Bay south to Naples. From industry titans to university presidents to philanthropists, these people will play a big part in shaping what the next 10 years will bring. To a person, they are upbeat and optimistic about the Gulf Coast's future.

Steve Knopik

Chief executive officer, Beall's

The chief executive of Bradenton-based retailer Beall's sees a lot of unknowns when he peers three years into the future - much less five or 10 years. For starters, retail customers are notoriously fickle, so predicting trends can be dicey.

And since Beall's is essentially selling a variety of discretionary spending products, there are a lot of other factors, such as the economy and the weather, outside of Knopik's control. "In retailing," says Knopik, "there's a boatload of uncertainties."

Based on such unknowns, Knopik, 51, says he's skeptical of making predictions too far into the future. Those projections, he says, "all become assumption driven."

Still, in 2017, when the chain will be 102 years old, Knopik is confident about a few Beall's basics. First, the company will continue employing top-flight people, he says, from senior executives to store cashiers.

And even in an unpredictable industry, where thin margins are one of the only true certainties, Knopik says the Beall's of 2017 will still be a stellar growth business. The privately held company had 2006 revenues of $1.15 billion, a 13.5% increase over 2005 revenues of $1.01 billion.

"We'll always strive to be thoughtful in how we grow and approach it in a conservative way," Knopik says. "We built this business by reinvesting the profits we make in the future. That will be the basis of our future strategies.

"We are very committed to Florida, our home in Manatee County and being a good corporate citizen. That's not going to change."

Knopik's future thoughts also clear up when it comes to the entire retailing industry. The trend of consolidation among big-name retailers will continue he says, as will the concept of building urban lifestyle centers as opposed to strip malls and high-traffic shopping centers, the more traditional type of location for a Beall's. The latter development "will be key to what happens with Beall's," says Knopik, as the chain places a premium on top locations for its department stores and outlet units.

Over the next 10 years, says Knopik, department store's Web sites will continue having a positive impact on retailers' overall sales, but that impact will become more tempered. In the last four or five years, Beall's has seen its Internet sales grow significantly more than its inside-store sales. "E-commerce will still be growing," he says, "but not as much as the past 10 years."

Other changes loom for the retailing industry. In 2017, says Knopik, "the payment systems will change, as will how retailers communicate with their customers." Look for payment systems to become more user-friendly and tech-savvy, he says, and watch for more ads to be run on the Internet and other high-tech sources, pushing newspaper ads into the background.

There are a few important issues outside of the daily Beall's operations sure to impact the company's future, too, says Knopik. Topping his worry list is the Florida housing market and all of its sub-issues: One, will high taxes, insurance and hurricanes translate into snowbirds migrating to other places, such as Georgia and North Carolina? And how will affordable housing, or the lack of it, impact the company's sizeable Manatee County employee base?

"The lack of affordable housing," says Knopik, "will plague this area for many years."

Why he matters now: Knopik represented a sizeable challenge for the family-run department store chain in 2006 by becoming the first non-Beall to be named chief executive in the company's nearly 100-year history. He, and the company, passed the test: Revenues grew 13.5%, from $1.01 billion to $1.15 billion and the company continued expanding and opening new stores. The privately held company, with 2,100 employees nationwide, is both the biggest employer and the only billion-dollar revenue company in Manatee County.

Why he'll matter in 10 years: The company maintains that Manatee County will continue to be its base of operations as it expands both its department stores and outlet units over the next decade; it recently spent $10 million on a former Tropicana building in Bradenton where it intends to move a portion of its corporate employees.

-Mark Gordon

William S. Dalton

President and CEO of H. Lee Moffitt Cancer Research Institute

Aug. 1, 2017

Dear Kevin,

Greetings from Tampa. It is difficult to believe that we have not stayed in touch over the past 10 years.

Much has happened at Moffitt since we last spoke. Ten years ago we had just celebrated our 20th anniversary and successfully renewed our NCI Comprehensive Cancer Center designation. Even now, we continue to be known as the fastest-growing cancer center in peer-reviewed grant support, recruitment of top-notch researchers and clinicians. The incredible growth in patients has prompted the need for us to open an additional campus focused solely on outpatient services and research.

Also on our new campus is our highly successful subsidiary, M2Gen. As you may recall, M2Gen was formed to develop personalized medicine, one aspect of our Total Cancer Care initiative. At the time, national leaders in health care were praising Moffitt for its vision. We imposed a multiyear plan on ourselves and surpassed our own expectations. In fact, the development of our personalized cancer care initiative, and the experience gained for improving cancer care is now being applied to other health care issues, including heart disease, diabetes and others.

We always knew the possibility of developing a universal cure for cancer was going to be a difficult task. The fact that there are so many different types of cancer and even more subtypes of those cancers made that a lofty expectation. But, by examining the genetic makeup of the tumors, we have been able to improve cancer prevention and treatment by using molecular technology to enhance the ability to diagnose and treat patients.

It used to be that doctors who treated cancer patents had limited access to evidenced-based treatment guidelines. Sometimes the treatment would work and sometimes it wouldn't. Now we have distinguished which cancer drugs work best for certain patients. The ambitious project has allowed us to bring those drugs to the marketplace and into the clinics for patient treatments much sooner.

When we made the announcement, of the formation of M2Gen, we talked about how this project held significant potential to extend and save lives, and represented the kind of close collaboration among academia, industry and government that is so important to eliminating this devastating disease. We knew M2Gen would be the catalyst for spurring economic development within the Tampa Bay area. So far, several biotech companies have either expanded or relocated to the area. Some work directly with Moffitt but others moved here to be closer to the talent this project brought to the state.

This venture not only brought more life sciences companies to Florida but it helped support the growing field of medical professionals enrolled and working in the medical schools, hospitals and research institutions in the Tampa region, as well as assisted in attracting high-value scientific personnel recruited on a global market.

When we took on this innovative project, many people questioned whether Florida could be a life sciences hub like UCSD in California, and the Research Triangle in Raleigh-Durham. I think the combination of heavy hitters like Moffitt, combined with Scripps in Palm Beach County, Burnham in Orange County, and Torrey Pines in St. Lucie County showed that we can. Those research powerhouses were not built overnight. It takes time and we've already invested 10 years in what could be a 30-year process.

Thanks to the support of the community and the state, we are still one of the fastest growing cancer centers in the United States. I've always said we are moving fast, that we are a focused entity whose main goal is to make life better and eliminate cancer as a cause of death. The past 10 years have brought us closer to fulfilling this goal.

My best regards,

Bill

Why he matters: William S. Dalton, Ph.D., M.D., president and CEO of H. Lee Moffitt Cancer Research Institute in Tampa, leads a growing institution that has attracted national attention in the fight against cancer.

Why he'll matter in 10 years: Moffitt's continuing work on cancer may yield some backthroughs. It's M2Gen operation, formed to develop personalized medicine, should be the catalyst for spurring economic development on the Gulf Coast.

Syd Kitson

Developer of Babcock Ranch and Murdock Village

We are at a pivotal moment in Southwest Florida's history. While there is little doubt that the next decade will be marked by significant growth, the challenge will be how we grow. Fortunately, the answer to the "how we grow" question is entirely up to us.

Until recently, there was little interest in green development in Florida. Land was cheap and plentiful, and builders and buyers viewed green building practices as costly and unnecessary. Times, however, have changed. Technologies are in place that make green construction more feasible and cost effective. Meanwhile, our natural areas are shrinking. People are beginning to realize that the old approach to growth - isolated subdivisions built with limited regard for natural surroundings - carries costs of its own. Urban sprawl, traffic congestion and social "rootlessness" are the result of this old model of growth, and people are wearied of it.

At Kitson & Partners, we are encouraged by the increased interest and commitment to sustainable and responsible growth, both within the building industry and among homeowners. Consumer demand is the key to moving green building from niche to mainstream. The momentum is growing as homebuyers seek walkable, bikeable, environmentally sensitive communities where families of all walks of life can live, work and play.

In Charlotte County, we are working to meet those demands at Babcock Ranch and Murdock Village. These two projects, representing a 28% increase in the number of homes in the region, will have an immense impact on how our region develops. It is an enormous responsibility and one that we take very seriously. That responsibility is paired with a rare opportunity for Kitson & Partners to pioneer a new model for development, a model that brings all stakeholders together in an inclusive, cooperative effort to shape the future of our region. Babcock Ranch is an excellent example of this new approach to growth planning because it has, from the outset, been an open and collaborative effort.

Traditionally, the planning procedure has followed a competitive, win-lose process. Developers decided what they want to do with the land, pushed forward for approval and fought to beat back any opposition along the way.

Kitson & Partners broke that pattern with Babcock Ranch by reaching out to all who shared the vision of preserving the Ranch. The collaborative approach allowed proactive involvement by all stakeholders, resulting in the largest preservation land purchase in Florida history. It is important to note, however, that their involvement was not limited to the preserve. Local and state lawmakers, citizen groups and environmental groups such as Audubon of Florida and the Florida Wildlife Federation have also been actively engaged in the planning process for the new Babcock Ranch community, working with us to make it a model for sustainability.

In the coming years, we will see the remarkable results of this cooperative approach as we create the new Babcock Ranch community, modeling best practices for green building and living. Trail ways, bikeways and multiple modes of alternative transportation will encourage residents to leave their cars at home. Schools will be a centerpiece of the community, not an afterthought. There will be a diversity of homes so everyone who works in Babcock Ranch - including teachers, firefighters and other service workers - can afford to live there. There will be plenty of offices, shops and businesses, so people can work close to where they live and play.

For Kitson & Partners, Babcock Ranch is an unprecedented opportunity to lead the charge for sustainable growth. We want others to replicate the process. We plan on doing just that at Murdock Village and other new communities throughout the state of Florida.

Pioneering computer scientist Alan Kay once said that the best way to predict the future is to invent it. At Kitson & Partners, we are working to invent a future of responsible development. As Florida grows over the next decade, Kitson & Partners looks forward to growing - smartly - with it.

Why he matters: Syd Kitson is the chairman and chief executive officer of Kitson & Partners, the company that bought Babcock Ranch, a sprawling 91,000-acre tract that straddles Lee and Collier counties. After selling 74,000 acres to the state for $350 million last year, Kitson will develop the remaining 17,000 acres into a new town. Backed by institutional investors such as Morgan Stanley, Kitson's group is also buying Murdock Village, an 871-acre redevelopment area in Charlotte County for $71 million.

Why he'll matter in 10 years: Besides the huge impact his developments will have in Southwest Florida, Syd Kitson has bigger plans. Banking on the likely decline in residential land prices from the housing recession, watch for Kitson to acquire more large tracts and replicate the Babcock deal in other areas of the state.

Dr. Kiran C. Patel

Philanthropist, entrepreneur, businessman

As a businessman with expertise in medicine, healthcare management and technology, I feel confident in saying that these are times of turbulence for all problem-solving institutions. Today's complex social and business ecology make philanthropic choices difficult indeed. It is my privilege to share some of the realizations I have made over my years of social investment.

Most of the philanthropists of the Industrial Age waited until their old age to establish a legacy. Andrew Carnegie, in his famous pamphlet, "The Gospel of Wealth," said that posthumous giving is "only a means for the disposal of wealth, provided a man is content to wait until he is dead before he becomes of much good in the world." Even though he recognized that perpetual foundations rarely carry out the wishes of the original donor, Carnegie didn't take his own advice.

But by the end of the 20th century, a new breed of philanthropist emerged, led by Bill Gates. They discovered that the same savvy that helped them make big fortunes also made them best at giving it away. They saw that simply giving money to feed someone was not nearly as sound an investment as teaching that same person to feed himself. By "giving while living" one could do good, enjoy the recognition and see the empowerment of the investment multiply.

I recall that when I made my first legacy gift to establish the Dr. Pallavi Patel Performing Arts Conservatory, I intended that my lovely wife would see many young people pursuing their dreams in her name. We still joke that the Mughal Prince, Khurram, built the Taj Mahal in memory of his deceased wife, but I got to do something while Pallavi was still living.

I believe the next generation will not draw such distinct lines between non-profit and for-profit sectors. Already we see the social value proposition of a business becoming a key competitive advantage. Companies are turning "green," supporting African relief and fighting breast cancer. Major projects are not only underwritten by corporate foundations, but also funded by their marketing departments and through public-private partnerships.

The Patel Foundation is a non-profit organization, but we are comfortable using traditional for-profit tools to achieve social goals. As a consummate entrepreneur, I've frequently employed public-private partnerships to undertake international rehabilitation projects, such as the building of hospitals and schools in Africa and India.

I believe that in the future, people won't see philanthropy from the wealthy as the primary means of solving social problems because everyone will want to be in on change-making. The whole question of program sustainability has given rise to social entrepreneurship, which I see as a very positive change.

My family has long supported development programs in our ancestral village in rural India. Today the villagers are able to contribute more through cottage industries we seeded. Inspired by their progress, the members of the Savita Society (the Patel Foundation's women's empowerment initiative), have raised $20,000 to begin a micro-bank to help women there begin more small businesses.

Traditional philanthropic wisdom was to focus on problems at home first, but technology and travel have changed the paradigm of what constitutes "home." Having grown up on three continents, thinking globally has always come naturally to me. My challenge has been to make a local difference in many places. My wife and I are actively involved in "local" projects in India, Zambia, Tanzania and of course, Tampa Bay.

Today, smaller donors have realized the power they have to change the world when they cluster around their causes. Responding to this trend, the Patel Foundation established a variety of inter-related empowerment initiatives that created opportunities for "social acupuncture." Donors, through their contributions, are able to take part in inserting the needle of change in just the right places - from global women's empowerment to regional wellness and to local education revitalization.

The Savita Society is a perfect global-local example. In addition to the micro-bank, members are sending local teachers to India to set up a virtual classroom between fifth grade students here and there.

Today's high net-worth donor is more effective than ever. While they might have started out simply writing checks, studies show that when they come across an issue of great personal significance, they take action and shift into problem-solving mode. Modern philanthropists regard their giving as an investment, and the impact is what really matters.

Pallavi and I experienced this several years ago when we began supporting a small HIV hospice center in Zambia. As we learned more about the disease, we saw that patients were not the only ones affected. There were devastating affects on spouses, children and communities. Over the next years, we directed our investments to expand the facility into a comprehensive care center including a school, a job-training center, outreach services and rehabilitative programs (because patients can now live with AIDS). The results are measurable, and the program is sustainable with local support.

It's not all about money. It's also about knowledge, trust and coalitions. Today's foundations must be entrepreneurial and information-driven. We must take a systemic view that involves partners and networks, focusing on multiple strategies and aimed at sustainability. "Healthy Together," our foundation's regional wellness initiative, is sustained because of community networks and dynamic connections between agencies.

We employ the same techniques with our personal legacy. Our gift to establish the Research Institute at Pepin Heart Hospital was greatly enhanced by a teaching partnership we introduced with the University of South Florida.

Our board makes sure contributions to the Patel Foundation are leveraged by the partnerships we've created, ranging from universities, private companies and community agencies all the way up to international personalities and government leaders. These partnerships mean that donors' gifts can be matched over and over – making them reach further than their original value.

Looking into the future, it is obvious that new technologies and demographic shifts will continue to shape philanthropy. We will have more choices than ever before. It brings to mind my father's words to me as a child. "To he whom much is given, much is expected."

May we all be worthy of this responsibility.

Why he matters: Tampa's Dr. Kiran Patel has been a successful businessman in medicine, health care management and technology in Florida. He and his wife Pallavi, also a physician, have been philanthropists, donating $5 million for the Dr. Pallavi Patel Performing Arts Conservatory, an educational facility at the Tampa Bay Performing Arts Center, and for the Research Institute at Pepin Heart Hospital in Tampa. They have also been active in health care and related projects in India, Zambia and Tanzania.

Why he'll matter in 10 years: Patel and his wife Pallavi, also a physician, will likely be donating funds to other causes locally and around the world and looking for creative solutions to problems beyond health care and education. Their Foundation for Global Understanding in Tampa is a not-for-profit organization focused on improving the human condition by providing programs and funding for health, education and the arts.

Rex Jensen

President and CEO, Schroeder-Manatee Ranch

Rex Jensen, head of one of the largest master-planned communities on the Gulf Coast, usually takes a gunslinger's approach to fighting for developer's rights. He's rarely shy or ambiguous about a cause, be it rising impact fees, road funding or keeping residents rights to have security gates intact.

As a result, Jensen often ends up being the unofficial spokesman for the maligned developer, both in the newspapers and at local meetings. It's an approach that's served him well as president and chief executive officer of Schroeder-Manatee Ranch, the company behind Lakewood Ranch, a massive eastern Manatee County development.

But in 2017, Jensen might just be a softie. Or at least softer. Jensen, who will be 62 years old then, thinks much of the squabbling between some politicians and developers such as SMR will be a thing of the past. Jensen's own fiery retorts to some of their claims and accusations will be a thing of the past, too.

"In attacking SMR," says Jensen, "you are attacking Lakewood Ranch and Lakewood Ranch residents. It will have gotten old and it will have backfired on them."

Jensen's optimism carries over to the actual community, of which only 6,000 of the some 30,000 acres have been developed. The current layout is a mix of commercial, retail and residential. There are about 6,500 homes and 3 million square feet of office space.

By 2017, many of the issues facing Lakewood Ranch today will have been solved, Jensen says. For example, by then - if not much sooner - he says the arena project will be completed. "It's only a matter of time," says Jensen, regarding the failed attempts from several entities to build a 220,000-sqaure-foot, 7,400-seat sports and entertainment arena near Lakewood Ranch Boulevard and State Road 70, east of Interstate 75.

The concerts and sporting events, Jensen predicts, will allow Lakewood Ranch residents to stay local when going out for entertainment. Jensen also says a bowling alley will be open by then, giving residents more options.

More and wider roads will be a proactive experience by 2017, says Jensen, rather than the current reactive way of expanding the infrastructure. "Right now," he says, "we are fixing the sins of the past."

But by 2017, Jensen predicts Lakewood Ranch road projects will eventually be on pace of the growth of schools. In the latter, SMR, working with the Lakewood Ranch Stewardship District, has developed schools two years ahead of student demand, so there's no backlog. In 10 years, says Jensen, "roads will be the same way."

Jensen says other parts about Lakewood Ranch will have adapted to community and nationwide trends by 2017. Those include:

• Smaller offices. Commercial tenants will need less space in 10 years, says Jensen, as businesses will be more entrepreneurial. What's more, working from home will be much more prevalent in 2017 then even today, he predicts, and SMR will follow the market trends. "We have to be free and flexible in how we use the land," he says.

• There will be more golf courses in 10 years, and some of the current ones will be expanded;

• The problem of affordable housing will be less of one in 10 years, Jensen says, as there will be more density and smaller homes. "The days of large yards," he says, "are going by the wayside."

Despite the potential of a softer Jensen in 2017, the 2007 version has still has some spark. Speaking about Florida's future over the next 10 years on big-picture issues such as property insurance and real estate taxes, Jensen says politicians have done more hurt than good.

Take recent legislation giving state-sponsored insurer Citizens Property Insurance Corp. more power. "The insurance crisis hasn't been solved," says Jensen. "All they've done is put us in the insurance business."

Why he matters: Jensen has unwittingly taken on the unofficial title of spokesman/defender of the maligned real estate developer. As head of the company behind one of the biggest master planned communities on the Gulf Coast, Jensen has regularly battled with politicians and anti-growth activists about how to build a mix-used community. Jensen seems to have succeeded, as the community, Lakewood Ranch, has thrived the last 10 years.

Why he'll matter in 10 years: Despite Lakewood Ranch's current mammoth size, including its 6,500 homes and 3 million square feet of office space, only 6,000 of its 30,000 acres have been used for development. Current projects, from roads to more commercial space, are underway and more projects are planned for the next decade.

Jerry Maxwell

General Manager, Tampa Bay Water

Imagine with me that the year is 2017. Florida is a world leader in reducing carbon emissions to combat global warming. Local governments work cooperatively to address regional and statewide issues.

The Gulf Coast's water supply is aligned with the state's energy priorities. Our water supply is environmentally sound and sustainable, supporting a thriving economy.

Our citizens live in harmony with Florida's cyclical weather patterns, stretching our precious drinking water supply. 

It's a bold vision, but one that is entirely achievable, building on the sweeping changes that our region's water supply underwent from 1998 to 2007. During that time, local governments came together to form Tampa Bay Water to be a true regional utility, invested more than $1 billion in new supplies and the environment, and made significant strides in water conservation.

That metamorphosis in regionalism and water supply was just the start.

In 2017, I see our state transitioning to new, emerging energy technologies while continuing to reduce carbon emissions. Water utilities are key players in Florida's fight against climate change, since many utilities spend millions of dollars a year on power needed to treat and pump water to customers. Energy efficient treatment processes and diversified supply sources are necessary to reduce energy consumption and achieve the state's sustainability goals. 

Groundwater continues to be an important part of the water supply mix. Water withdrawn from the underground aquifer is the most energy efficient of all water sources, and it requires minimal treatment, thereby reducing carbon emissions and saving chemical costs. When withdrawn in an environmentally sound manner, groundwater is an affordable, "green" supply.

Surface water and surface water storage continue to grow in prominence in the Gulf Coast's water supply portfolio as well as the state's.  Florida is blessed with 47 to 52 inches of rain a year, most of which falls in the summer, swelling area rivers. Some of that water can be captured and treated for immediate use; some can be stored for use during dry times for drought resistance. 

Another vision for Florida in 2017 is that the state takes a leadership role in protecting rivers and streams from pollution. As more cities and counties rely on surface water, these water sources must be safeguarded from contamination to ensure the safety and long-term viability of our citizen's drinking water supply.   

Florida continues to be a desirable place to live in 2017, with population growing steadily from 2007 to 2017. Following trends of the past, 80 percent of the state's population is along our coastline, and this increase in residents has increased the demand for drinking water.

To solve this problem, in coming years, I envision that Florida will begin developing a statewide water network, similar to the power utility grid. Under the leadership of a state water utility, a network of pipelines will connect water supplies throughout the state. This statewide system will allow areas of high water demand, such as The Villages, Orlando, Volusia County and Tampa Bay, to tap into and shift available water supplies based on environmental sustainability.

Public-private partnerships will help the statewide and local water utilities develop water supply sources more affordably by tapping into private sector research and development while downsizing human resource demand in favor of technology. 

One of the most important developments that I see occurring from 2007 to 2017 is that Florida's residents will begin to live in harmony with the state's weather patterns. Residents will synchronize their landscapes and outdoor water use with Florida's cyclical climate.

Residents will realize that our wet summer months are optimal for planting, as Mother Nature can water in the new plants, instead of using precious drinking water for planting during the hot, dry spring months.  Residents and businesses will also turn away from thirsty St. Augustine grass and turn to plants that thrive in Florida's natural climate.

This paradigm shift will save enormous amounts of water, protect the natural environment from nitrogen/phosphate run-off, save energy and money. 

Florida's future will see bold changes in the way we develop, distribute and use water. With bold leadership, Florida can achieve its vision to lead the nation and the world in energy and water-use efficiency as well as environmental protection and supply diversity.

Why he matters: Jerry Maxwell is general manager of Tampa Bay Water, a special district created to provide wholesale water to Hillsborough, Pinellas and Pasco counties; Tampa, St. Petersburg and New Port Richey. Maxwell helps set policies on water planning and use. Under his leadership, the area built the nation's largest saltwater conversion plant in Apollo Beach. 

Why he'll matter in 10 years: As the area continues to grow and urbanize, water resources will be strained and more desalination may be needed. Maxwell and Tampa Bay Water will continue to be a major force in determining water policies which will effect real estate development, business and the economy.

-Mark Gordon

Thomas S. Monaghan

Founder of Domino's Pizza and creator of Ave Maria University

Let me begin by saying that I am bullish about the future of Florida, not only for the next 10 years, but also for decades to come. I believe Florida has tremendous potential and momentum in the areas of business, education and religion.

Business

During my years building Domino's Pizza, I traveled across the country working with franchisees and opening stores. Each region seemed to have various positives and negatives, not only for a pizza delivery company, but also for business in general. The weather in Florida is beautiful and it has none of the problems of snowstorms, ice and cold weather. With that said (since the wide-spread installation of air-conditioning) the South, and Florida specifically, has amazing upside.

When considering the best place in the country to locate Ave Maria University, our board of trustees recognized that Collier County would be very attractive to draw students from throughout the U.S. and Latin America. Furthermore, from a business perspective, looking at the future growth and population migration in our country, I firmly believe southwest Florida is the ideal spot to establish a new university.

Education

What I have heard for years is that the South suffered from a negative bias by northerners regarding its academic reputation. However, I believe that if there was ever anything to this bias, it is ancient history, and I am confident that Florida, especially southwest Florida, will only continue to grow in its academic stature. I know that raising the academic bar was a top priority of Gov. Jeb Bush, and at the higher education level, where I am most familiar, there seems to be great strides being made. For example, the University of Florida is becoming one of the finest universities in the country.

Florida's public universities are also growing very rapidly. For example, Florida Gulf Coast University is one of the fastest growing universities in the country and it is only about 10 years old. Both students and professors alike want to come to Florida to study and teach, which bodes well for both the growth and quality of higher education in the state. At Ave Maria University, we hope to add to that quality atmosphere of higher education by creating a Catholic school that provides our students with the finest liberal arts education possible. In fact, our students as a group rank among the top Catholic schools in the country in terms of admission test scores. We have students from 43 different states and approximately 7% of our students are from foreign countries. I also believe that being in Florida has helped us attract many of our outstanding faculty.

Religion

As a Catholic Christian, I believe forming our young people in the moral traditions of our faith is critical to our society as a whole, and I am encouraged by what I am seeing. More structured religions are growing across the U.S. and I think Florida is no exception. While my primary experience is within the Catholic Church, it is my understanding that there is a new wave of young adults who are seeking out traditional churches and orthodox Christian teachings. This trend seems to cross denominational lines, involving both Catholics and Evangelicals.

My firsthand experience confirms this reported trend, as I am amazed to see how many Catholic churches are filled on weekdays in Florida. Perhaps it is natural that a somewhat older population would be more religious, but as noted above, there also seems to be many young people embracing their faith.

Hopefully, Ave Maria University can have a positive impact on the church in Florida. I envision all of this having a positive impact on the spirituality of Southwest Florida.

Why he matters: Thomas Monaghan spent a lifetime building his fortune as the founder of Domino's Pizza. Now, he's giving it away. Monaghan and partner Barron Collier Co. have already spent $400 million to develop Ave Maria, the first major Catholic university in the U.S. in 40 years. The surrounding town of Ave Maria is sprouting from the tomato fields near Immokalee in eastern Collier County and will eventually have 11,000 homes.

Why he'll matter in 10 years: Monaghan's dream of a new Catholic university will open up the agriculture lands of eastern Collier County to new development. The university's impact will be international as students from the U.S. and overseas will be drawn to it. Thousands of students will graduate from Ave Maria and make their homes in Southwest Florida.

Randy Benderson

President, Benderson Developement Co.

Looking back on the past 10 years, I'm convinced the decision to move our company's headquarters to the Sarasota-Bradenton area was a terrific idea.

In the past 10 years this region has evolved from one that was in large part dependent upon snowbirds taking advantage of one of America's most beautiful areas to an area now predominately comprised of year-round residents benefiting from a wide array of new and enhanced jobs, neighborhoods and amenities.

Our demographics speak volumes: We live in an area that has, year-over-year, experienced a growth in population and a population whose median age has declined. The changes in our community have made Sarasota-Bradenton not only a beautiful place, but a great place to raise our families, work and live.

Thanks to the efforts, creativity and vision of city, county and state public officials together with the initiative of the private sector, Sarasota-Bradenton has managed the challenges of a growing community in a smart and environmentally sensitive manner.

People have found that communities where they can live, work and play, not to mention walk a lot, provide a high quality of life as well as make great environmental sense. The concept of New Urbanism, which was new and unproven in the region in 2007, has worked remarkably well.

A good example is University Town Center, which by weaving together a diverse community with world-class cosmopolitan shopping, extraordinarily beautiful parks, a variety of entertainment and homes for thousands of people, truly stands out as a special place.

University Parkway has evolved into a beautiful boulevard from the Lake Club at Lakewood Ranch to our international airport, which has consistently grown with the addition of airlines, flights and improved facilities. It is the northern gateway to the blossoming North Trail. The vibrancy of New College, the Ringling Museum and the Ringling College of Art and Design has continued to grow and gain national recognition. Indian Beach has become one of the area's most desirable neighborhoods.

The investment in convention facilities and the variety of new hotels continues to pay dividends. Conventions have become an economic catalyst. Our thriving downtown, with all of its interesting galleries, restaurants and shops, now seamlessly includes the bay front and enjoys high season the entire year. The effort to transform U.S. 41continues all the way south, through the city to the developments that form the gateway to the Keys.

These new developments have absolutely proven that developers, in concert with devoted city and county staff, are capable and formidable place makers.

Why he matters Now: Benderson, the son of the company founder, Nate Benderson, is a key decision maker for the firm, which moved its corporate headquarters from Buffalo to the University Park neighborhood of Sarasota in 2004. And those decisions have a far reach: The company has a portfolio of more than 250 properties in 19 states, including shopping centers, hotels, office buildings, self-storage facilities and mixed-use projects. About 25% of the company's holdings are in Florida, with a bulk of those on the Gulf Coast.

Why he'll matter in 10 years: A major part of the company's Florida holdings are in locations considered vital to the future growth of the entire Sarasota-Bradenton area. One potential project involves building a hotel in downtown Sarasota and the other is a mixed-use project in north Sarasota County, near Interstate 75 and Lakewood Ranch in Manatee County. Plans on the later project, a mixed-use New Urbanism-style development, include three hotels, a movie theater, a Nordstrom's department store, 1,500 homes and 250,000-plus square feet of office space.

Judy Genshaft, Ph.D.

President of the University of South Florida

Aug. 3, 2017

It's hard to believe that we're halfway through 2017. Ten years ago we had just celebrated our 50th Anniversary. Now, USF has turned 61, and like a lot of Baby Boomers, we're showing older institutions that we're defying our age. For a university, however, 61 is still considered young, but we've accomplished goals that few believed a youngster could reach.

The vision that we had in 2007 - to push USF into the top tier of research universities - has come to fruition, though the road has been long and difficult. After years of hard effort, we were invited to join the Association of American Universities, an association of public and private universities.

When we set out on this journey, we were struggling through a state budget shortfall and chronic under-funding by the state government. The Board of Governors was locking horns with the Legislature, trying to stop a feared decline in quality at Florida's universities. We had the lowest in-state tuition in the nation, making it difficult to attract and retain talented professors, researchers, and students. Our class sizes were larger than we wanted for our students, and we were forced to freeze hiring and cap undergraduate admissions as we struggled through a reduction of our base budget.

Fortunately, the state of Florida realized that access to higher education is an empty promise without the support for a quality education. As our funding increased, the shackles were removed from our quality initiatives.

As we all learn in life, excellence does not come easily. In any human endeavor - academics, research, business, medicine, or sports - every champion sets a goal of excellence and is single-minded in achieving that goal. There will always be those who tell you that it can't be done. There will always be resistance, and obstacles will be encountered along the way. Those who achieve their goals of excellence are able to look beyond the obstacles and keep a laser-focus on the objective.

Our quest for quality has made the University of South Florida a highly desirable and selective university, with a top-notch undergraduate program. We've enhanced and expanded the talented pool of world-class, competitively funded faculty members, postdoctoral fellows, and graduate students. We've strengthened our research support infrastructure. At the same time, we've provided access to greater numbers of Florida students. Compared to a decade ago, far more of our students come from traditionally underserved segments of our population.

Ten years ago, we determined that USF contributed $3.2 billion per year to the Tampa Bay economy. This has grown through engagement and collaboration with partners, and through innovative, robust research and the incubation of research-to-market enterprises.

Our medical and environmental research is resulting in breakthroughs that are having a positive impact on the lives of people around the world, and on our fragile environment. USF is helping to develop global solutions to some of the world's most pressing problems, from Alzheimer's disease to global warming and changes in the oceans.

Here at home, USF Health trains some of the finest doctors in the nation while providing outstanding medical services for the Tampa Bay community.

The university's campuses in St. Petersburg, Lakeland, and Sarasota-Manatee are crucial parts of the educational and economic vitality of their communities. The polytechnic direction of USF Lakeland, and its beautiful campus, has given a boost to the Florida High Tech Corridor.  

It took years for the USF Bulls to win a national football championship, and Coach Heath didn't lead his basketball team to the NCAA Final Four the first year, but as both teams prepare to defend their national championships in 2018, we'll remember the discipline and the vision required to reach the top.

Now that we're recognized as a premier metropolitan research university, and a Big East powerhouse, there is no time to rest on our laurels. A new class of freshmen will arrive on campus in a couple of weeks from all parts of the globe. The Class of 2021 expects a lot from us. The University of South Florida is ready to meet their expectations.

Why she matters: Judy Genshaft, Ph.D., is the president of the University of South Florida in Tampa, one of the fastest-growing campuses in the nation. She has made it a priority to make USF an economic engine for the Gulf Coast as it contributes $3.2 billion annually to the economy.

Why she'll matter in 10 years: Dr. Genshaft will continue to grow USF, attracting research dollars, students, faculty and partnering with companies to create jobs and businesses through the university's business incubator and in other ways.

Trudi Williams

TKW Consulting Engineers and Florida Representative

I believe those of us lucky enough to live in Southwest Florida have a great deal to look forward to in the upcoming years. Although the building industry has come to a screeching halt, this is only temporary. It gives all of us an opportunity to take a deep breath, regroup and catch up. We built and developed so much and so quickly that we could not keep up with the infrastructure needs to accommodate this growth.

So now is the time to narrow the gap between growth and infrastructure need and you can see this all around Southwest Florida. Witness: the widening of Interstate 75, the Alico Road interchange, the flyovers in Lee and Collier counties and the new ramp planned from I-75 directly to Southwest Florida International Airport. These are just a few of the improvements designed to accommodate growth, ease vehicular travel and shorten commutes.

I also believe that as our environmental policies become more restrictive we will see within the next 10 years developments which provide and incorporate much more comprehensive environmental protections. These may include additional green spaces, greater buffer areas and perhaps the re-creation of wetlands that were once drained for agricultural purposes. We will see the incorporation of reclaimed water reused to higher and tougher standards to create developments that are completely self-sustaining.

Within the next decade, we will get the water right. 

Progress is already underway to build components of the Comprehensive Everglades Restoration Project (CERP). Many of these components are storage facilities to act as surge relief to Lake Okeechobee so we can minimize the releases of water down the Caloosahatchee and St. Lucie rivers. These reservoirs are designed to hold water during the wet season and release water during the dry season, thus providing an equilibrium of water flows similar to those that existed prior to the construction of the Herbert Hoover dike around Lake "O".  The completion of these and other projects identified in CERP will have a huge benefit to our environment, tourism, fishing and they are not that far off.

We will have discovered new ways to desalinize seawater, which now is very expensive. Already, there are some creative technologies in the research and development stages. For example, one technology is flash evaporation, where intense heat is used to instantly turn salt water into distilled water and dry salt. But these technologies are in their infancies and will be developed and refined within the next decade, providing us with a steady flow of water.

We will find ways to clean up Lake Okeechobee and other water bodies without requiring vast amounts of land to store the muck we remove. Scientists will discover new, natural ways to lower levels of phosphorus and mercury. They will start using fertilizers with no harmful runoff and develop technologies to prevent red tide and harmful algae blooms.

My prediction is within the next 10 years, Southwest Florida will truly be a more beautiful and environmentally friendly place to live and visit and will fondly be known as the "Best Coast".

Why she matters: As a freshman legislator, Trudi Williams led the successful preservation effort by the state to buy 74,000 acres of Babcock Ranch in Southwest Florida for $350 million last year. The Republican from Fort Myers is well versed in environmental matters. The founder and chief executive officer of TKW Consulting Engineers chaired the South Florida Water Management District. She now chairs the committee on environmental protection in the Florida House of Representatives.

Why she'll matter in 10 years: Whatever side of the environmental debate you fall on, one thing is clear: Green is the color of the day. With Gov. Charlie Crist now leading Florida's environmental movement, Williams' influence as chair of the Florida House's committee on environmental protection will have an impact that certainly will last longer than a decade.