Spotlight On:  Babette Hankey, President & CEO, Aspire Health Partners

Spotlight On: Babette Hankey, President & CEO, Aspire Health Partners

By: Max Crampton-Thomas

2 min read April 2020 — Aspire Health Partners is Florida’s largest behavioral health nonprofit. Here, President and CEO Babette Hankey discusses the organization’s surge planning and its efforts to ensure the safety of its workforce in the face of the COVID-19 outbreak that has gripped the world. 

What accommodations is your system making to handle the influx of patients due to the COVID-19 outbreak? 

We have established Surge Plans for all of our campuses, and have made sure that every campus, team member, and individual unit is trained, prepared and equipped to absorb any surge of patients we may experience. We have isolation capacity on every unit and have identified additional units that can be used if necessary. We are also partnering with others within the community for contingency planning. 


How is Aspire Health working to ensure that patients and healthcare professionals alike are maintaining a safe environment?

The health, well-being and safety of our patients and team members are of paramount importance. We have established a single point of access for each of our facilities. We are screening everyone that enters, and only patients receiving services and staff providing those services are allowed access to our facilities. Additionally, we have initiated tele-health, tele-medicine, tele-group and tele-visit services throughout our system of care wherever appropriate to maintain social and physical distancing. We have established enhanced Infection Control processes and have established daily updates that are communicated to all staff.   Personal Protection Equipment (PPE) is provided to our staff when warranted and as new information is released from the WHO, the CDC and the DOH protocols are updated as necessary.   


How can the community best assist the local healthcare providers in this time of need?

Obviously, stay at home, practice standard precautions, and don’t go out (self-quarantine) if you are sick or have any symptoms of COVID-19 or the flu. It is important that we all stay connected for maintaining positive mental health.  Call your family, friends and neighbors and check on them. Make the connection, even if it can’t be physical. Let them know you care. Listen to them. If you begin to experience problems, physical or emotional, reach out to your healthcare provider or to a company like Aspire that has trained professionals 24/7 to assist with anxiety, depression and other feelings of despair. Aspire has a dedicated COVID-19 line for people to call: 407.875-3700 and push 2. Together, we will get through this.


What would your message be to the local community that is sheltering in place and waiting for a return to normalcy?

First and most importantly, I encourage all those who can to please stay home and adhere to the stay at home orders issued by our governor. If we all adhere to that, we can flatten the curve.  Secondly, stay informed, but don’t obsess on the news coverage. Take care of yourself, your family and your neighbors, both physically and emotionally. Take time to de-stress by walking, exercising and spending time with your family, while ensuring that all CDC guidelines of social distancing are being followed. We are all in this together and we will get through this together. We will be a stronger community in the end.


Do you feel you are receiving enough state and federal support for items you are in need of? What can the state and federal governments be doing better in this regard?

The state and federal government are doing their best to assist. We understand that this is something we have never seen before and are learning together in these unprecedented times.  While resources are limited, all levels of government have demonstrated a high level of commitment to ensuring that all available resources are tapped and committed to this effort. Our greatest challenge, which is nationwide, is having adequate PPE for our front-line healthcare workers. Our community is responding by making masks for our team members, for which we are forever grateful. As we see increased cases and have to quarantine our staff and patients, we are looking at ways to have a healthy workforce so that we can continue to meet the needs of some of our most vulnerable citizens at a time when they need us the most. 


It is imperative that we fight this as a united front and recognize the efforts that are being made throughout our nation as we navigate through these uncharted times. It is important that our leaders acknowledge the public’s heightened level of anxiety, provide reassurance and consistent messaging.  Prioritizing getting supplies, getting people well, back to their daily lives and back to work is our common goal and working together, as communities, states and a nation we will achieve this. The efforts at hand are about saving lives and coming together for a healthy and stronger community and nation.  


To learn more about our interviewee, visit:

Let’s get virtual: Six must-read tips for engaging online

Let’s get virtual: Six must-read tips for engaging online

By: Abby Melone

It’s a brave new world for everyone. Quarantine, lockdown, self-isolation and sheltering in place characterize the new normal imposed by COVID-19, the illness caused by the new coronavirus. In a virtuous cycle, people depend on strong businesses, which depend on a strong economy, which depends on strong businesses that depend on people.


The fact is that people, businesses and the economy shouldn’t just stop, even in such unprecedented times, and perhaps more so because of this crisis. Fortunately, this is also the era of high technology, and there is no time like the present to show just what that technology is capable of, especially in business dealings.


As the pandemic stretches on, more businesses are turning to virtual meetings to get things done. Skype, Zoom … these are the most vital tools for business today. But as everyone has intimately discovered, when an in-person meeting becomes virtual, much can be lost, and the road to disaster can be perilously short when you’re online. We all want to be as effective as if we were physically there, but how do we stay engaging and charming and avoid as many distractions, hiccups and potential disasters as possible?


Like any good professional, you need to know the tricks of the trade. Here are some tips to help:


Positioning of the camera. A wacky camera angle can be extremely distracting. Who wants to see directly into the inside of your nose? Pull down your computer screen slightly to make sure the camera is dead on rather than pointing upward, which most likely is your more natural way to position the screen.


Background noise. There is no better way to turn off the person you are meeting with than some distracting noise. Be conscious of your surroundings, especially now that you are most likely working from home: clanking jewelry, dog barking, roommate or significant other also working from home. 


Distracting background. Make sure you do not give the person you are meeting with the opportunity to focus on a picture of the sports team you love but they hate. Position yourself against an empty wall or something non-distracting.


Don’t look at yourself in the video. Very few of us can resist glancing, or even staring, at our own camera window. Don’t! The person you are meeting can see you are distracted by you and not them. Also, you miss loads of cues from the other person when you are staring into your own eyes. Is the person you are meeting with interested? Engaged? Bored? Distracted? You won’t know unless you are looking at them.


Try to maintain a dialog. It’s easy to steal the “conversation” and talk and talk and talk. Be sure to make time in your presentation to see where the other person is, do they have questions, are they following along?


Know your demo tools: both the functionality of the platform as well as the material you will be showing. The person on your computer screen is watching your every move, so the more comfortable you are with your tools, the more flawless (and therefore impressive) you come across in your meetings. Close out all windows you would not want someone to see before your meeting starts (email, social media, YouTube). Remember: when technology goes wrong, it can take you from being competent and impressive to the alternative in seconds.

Spotlight On: Steven McCraney, President & CEO, McCraney Property Company

Spotlight On: Steven McCraney, President & CEO, McCraney Property Company

By: Yolanda Rivas

2 min read April 2020 —  The strength of the commercial real estate sector relies on the major roadways that run in and around Orlando, Steven McCraney told Invest:. He also notes that the location of Orlando is a great anchor to position his business as it provides ease of access to everywhere the company needs to be, as well as how the primary growth of his company has clearly been the warehouse and distribution space. 

How connected is the strength of the commercial real estate market to the major roadways in Orlando? 

The strength of the commercial real estate sector relies on the major roadways that run in and around Orlando. The last 50 years in Florida were all about the I-95 corridor, from Jupiter to Coral Gables. If you were to drive that route today there is not an available parcel of land on the roadway. We believe the next 50 years for Florida are going to be primarily focused on the I-4 corridor, from Tampa Bay to Lakeland to Orlando and onto Daytona Beach. While Daytona has not started to pop yet, the thing that we know is that there are two major roadways in Daytona, I-4 and I-95, which leads us to believe that it will be a good market at some point in the near future.


Why is Orlando the most ideal location for your operations? 

The Orlando economy continues to thrive. It’s attracting new residents, it’s generating new jobs and the increased interest is driving industrial users into the market because of the ability to distribute out of the state of Florida from the region on a one-day basis. We relocated to Orlando because the area places us right in the middle of the state. We operate throughout the Southeast and Orlando, which anchors us in the middle of everywhere that we need to be. It also provides the ability to move easily throughout the Southeast because of the region’s dynamic airport.


In regard to your business operations, where have you seen the most growth?

We are industrial developers. That is our mainstay and focus. This is complemented by third-party property management. As of late, the growth has clearly been the warehouse and distribution space. The total industrial space in Orlando is 123 million square feet, which breaks down into roughly 100 million square feet of warehouse distribution, 13 million square feet of manufacturing and the remainder is made up of office, flex space and distribution product. Here’s what we know: warehouse is the new retail. If a person is ordering online, whether it’s products,  clothing or food, the merchandise is likely not coming from a store, it is almost certainly coming from a warehouse. This is attributed to e-commerce growth and third-party logistics. Over the next few years, we are going to see the markets continuing to change and expand. From an industry perspective, I believe we have a trajectory that is at least 15 years long. While the product may continue to change, that product is coming from somewhere and that somewhere is a warehouse. As social distancing is ever more important and various markets are now under a “shelter in place” order, it is clear that suppliers, like Amazon, are still delivering essentials through package products to each and every home.


What market trends have had an effect on your business? 

We are always looking for ways to leverage technology in our business. Whether it’s roofing systems, lighting or super-flat floors, we want a logistics facility to be plug and play for a customer. The biggest challenge in recent years is rising costs. This can be broken down into the rising labor cost and the cost of materials. For example, the cost to build out a 1,500-2,000-square-foot office space within a warehouse space today can easily run around $250,000. That number exceeds $100 per square foot. At the same time, we have seen strong rent growth and because of that we have been able to keep pace. As we presently enter an economic downturn due to this pandemic, one would expect the cost of goods – both labor and material – will correct. Most of us in the industry went through the last recession and we know how debilitating it was. Moving forward, we have to be cautiously optimistic as we enter this challenging economic cycle and be mindful of our leverage, occupancy, quality of tenancy and our construction exposure.  


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Spotlight On: Daniel Zagata, Managing Partner, Evershore Financial Group

Spotlight On: Daniel Zagata, Managing Partner, Evershore Financial Group

By: Yolanda Rivas

2 min read March 2020 — Orlando’s diversifying economy has been attracting a high amount of investment to the region. The population of high-income earners and the number of high-income jobs continue to grow, according to Daniel Zagata, managing partner at Evershore Financial Group. Zagata shared the latest market trends and changes in an interview with the Invest: team. 

How did 2019 develop for Evershore Financial?

We have multiple locations in Florida: Orlando, Boca Raton, Palm Beach Gardens and The Villages. In Orlando, we purchased our first office building in 2019 and are looking at real estate acquisitions over the next couple of years as our firm expands. Overall, as a financial services company, we have been working to help people with their concerns over the market’s 12-year bull run, which has been the longest we have ever seen. Market volatility has pushed the consumer to engage us for financial advice and financial services due to the uncertainty that is emerging. Younger clients and people just getting started in the financial game are moving toward the automated system of robo-advisers, demonstrating a more of a do-it-yourself preference. The more affluent client has been engaging financial planners because they require more dynamic, complex, and customized solutions. On top of that, wealth management has changed drastically. It is not just about ROIs anymore. There are more family dynamics, multiple marriages, divorces, legacy issues and tax issues, just to name a few.


What shifts are taking place in the financial services sector?

There is an increasing demand for customized advisory services and guidance. We have been dealing with a greater number of business owners looking to not only sell their business but also looking for succession plans. The logistics behind planning have become extremely important. Most recently, the term “fiduciary,” and being able to engage a financial planner and adviser as a fiduciary, has become paramount and top of mind with most clients. That type of advice and engagement with clients is growing in demand while several financial advisers are either not properly licensed or do not have the capacity to work as a fiduciary. It has always been a priority for our firm to engage clients on their terms at the level they need. 


What trends are emerging in retirement and succession planning?

Many business owners do not have a written, executable succession plan, and have not identified the person who will take over. The problem becomes who to transfer the business to, how to bring that person in, whether or not they have a vested interest, if they have the required resources to purchase the business and if the resources are delivered as a lump sum or serial payment. It is often said that the top concern of a business owner relating to a succession plan is the impact on employees, along with preserving the business’ reputation. We have seen several business owners resort to repossessing their business when the transition was poorly executed or did not have the intended consequences.  


What is your outlook for 2020 and what are your areas of focus?

Election years tend not to be volatile because there is pressure to keep the economy stable. However, there are always events that are unpredictable, such as the Coronavirus, that can cause immediate volatility. From the firm’s standpoint, we continue to expand. We are looking to bring in highly qualified advisers to add value to what we do. As big proponents of education, clients today want to receive advice and information that are valuable to their investment strategies. I teach retirement classes at the Rollins College STARS program and Celebration Foundation for Lifelong Learning, to name a few. Our reputation, high-quality content and transparency has many schools and universities using Evershore Financial to deliver education. We understand people, and how behavior impacts investing and life. We will continue to grow and expand our firm as we help our clients navigate life’s transitions. 


To learn more about our interviewee, visit:

Evershore Financial Group:

Face Off: How local chambers of commerce are responding to the region’s population growth

Face Off: How local chambers of commerce are responding to the region’s population growth

By: Yolanda Rivas

2 min read February 2020 — Both the number of visitors to Orlando and its population are on the rise. The Invest: team spoke with Betsy Gardner Eckbert, president and CEO of the Winter Park Chamber of Commerce, and Andrew Cole, president and CEO of the East Orlando Chamber of Commerce, about their latest efforts to respond to the local growth and the challenges their chambers face.

Andrew Cole

How is the community responding to the region’s visitor growth?

Betsy Gardner Eckbert: The Winter Park Chamber of Commerce started several efforts to target and reach international guests. The second-biggest group of visitors that we receive in Winter Park is international. Half of the international visitors we received two years ago were coming from the United Kingdom. To respond to that demand we put together our Tourism Task Force, which created a business plan through destination marketing efforts, and as a result we had a 560 percent increase in traffic to our website from people from the U.K. We increased by 86 percent the traffic of people from the U.K. through the door of our Welcome Center. We will continue to expand our reach to international guests from different countries as well, including Canada and Brazil. 

Andrew Cole: We’re anticipating having almost 2 million people in Orange County by 2030. I think that speaks volumes, and we’re preparing for that population growth. Our transportation infrastructure is being enhanced, Virgin Trains is making its way into Orlando, the Orlando International Airport is building a new terminal, and our local governments are looking at additional transportation solutions and housing affordability issues. Businesses are expanding, creating new jobs, such as Universal Studio’s new Epic Universe theme park, Disney’s continued growth of their parks, and the Creative Village in Downtown Orlando is an innovation district for high-tech, digital media and creative companies providing new opportunities. Tourists and visitor numbers continue to increase providing plenty of opportunities for businesses to thrive. It’s exciting to know that businesses that are here and those relocating here have opportunities to grow and expand their footprint in Orlando.

Betsy Gardner Eckbert

What are some challenges for your chamber?

Eckbert: One of the challenges for our members is attracting and retaining the appropriate talent. To support them, we launched a pilot program to identify talented professionals — mostly women with impressive degrees who have stayed home to raise a family. Our program helps them get back into the workplace. Through this pilot return-to-work program we placed 83 percent of the participating women within six months in local and global companies. We are very excited to have the ability to furnish our members with a talent base of people who are reliable and have the skills and talents they are looking for. 

Cole: One of our biggest challenges is making sure that we have smart growth in that we’re looking at all aspects of the impact any new development will have on the area. We also have the battle between people who want to stay rural and those who want to see development. As long as we can plan smart growth, continue to address our challenges and remain forward thinking, I know Orlando will continue to be the place to be.

To learn more about our interviewees, visit:

Winter Park Chamber of Commerce: 

East Orlando Chamber of Commerce:

Spotlight On: Michael A. Okaty, Office Managing Partner, Foley & Lardner LLP

Spotlight On: Michael A. Okaty, Office Managing Partner, Foley & Lardner LLP

By: Yolanda Rivas

2 min read February 2020 — Orlando needs to promote itself as a hotbed for investors and companies as it enters more and more into the spotlight as a destination for private investors and venture capitalists. Historically, much of the local M&A activity has been on the sell side, said Michael A. Okaty, office managing partner at Foley & Lardner LLP, in an interview with Invest:.

Are you seeing a comeback of the corporate consolidation trend in the Orlando market?


Yes, I think that’s been happening for the last several years. We are seeing both consolidation of strategic owners who are trying to grow and consolidate, but also financial buyers, private equity and family offices that are trying to consolidate what would otherwise be fragmented industries into larger companies with more economies of scale.


We live in a middle-market city so more often than not we would tend to be on the sell side, representing a solid, family-owned, multidecade, multigeneration business that has gotten to the point where the founders are looking for liquidity and there are buyers, both strategic and financial, out there looking to roll up. Home-grown businesses based here over the last few years tend to be on the sell side. We don’t have a lot of large, publicly-traded companies based here, but we have a lot of defense and aerospace companies, like Siemens and Lockheed, but they are in a different league. Still, companies in Orlando, to the extent that they are engaging in M&A activity, are probably on the sell side.


What are the fastest areas of growth for the firm in the Orlando market?


Healthcare M&A, both in consolidation as well as provider practices and primary care groups. There’s also the area of medical office buildings, and we do a lot of work in the senior housing area. Healthcare and healthcare M&A is a really hot, growing area.


Private equity and venture capital, regardless of the industry, are also moving. They are looking at everything from diversified services like home plumbing and electrical to software technology, cybersecurity and health-related services. The interest of private equity and VCs in Florida, and Central Florida in particular, is increasing.


Another big area in Central Florida is simulation. Orlando is the capital of the simulation industry, both for medical and military simulation and engineering. The same kind of simulation that can be used in the military field can be used in healthcare. For example, surgeons are using simulation to practice surgery before actually doing the procedure.


Are there any particular areas where you are looking to expand your reach?


Real estate, the hospitality industry and healthcare. We have a major presence in real estate, and in particular in the hospitality industry, representing the vacation clubs that are based here in Orlando and the senior housing industry nationwide. We have a major presence in those areas.


To learn more about our interviewee, visit:

Foley & Lardner LLP: 

Spotlight On: Diane H. Crews, President & CEO, Orlando Sanford International Airport

Spotlight On: Diane H. Crews, President & CEO, Orlando Sanford International Airport

By: Yolanda Rivas

2 min read February 2020 — Since 1971, the Orlando Sanford International Airport (SFB) has been fulfilling its mission to bring convenient air travel to passengers and economic value to Central Florida. Today, SFB is one of the fastest-growing airports in North America, and it’s undergoing an expansion effort that will be completed late this year. SFB’s President and CEO, Diane H. Crews, spoke to the Invest: team about their recent accomplishments. 

What is the status of the renovation project, and what changes are being implemented?

Our terminal expansion project is on schedule for completion in the fourth quarter of 2020. Basically, we are taking the existing footprint of the airport and making it more efficient and user-friendly for passengers and staff alike. Also, we are continuing to grow, and we know that maybe 10 years down the road we will need a new terminal building, but in the meantime, we need to facilitate our ongoing growth so we are adding four new gates and related improvements. For example, we are consolidating screening into one location, creating more way-finding signage and pathways to help passengers get to their destinations with more ease, adding more bathrooms and baggage belts, and even changing the façade of the airport to include an extended canopy to keep people out of the rain. We want our visitors to always feel comfortable while they travel. Our airport code is SFB, which we have adopted as a motto to mean Simpler, Faster, Better. It is important that the changes we’re making reflect this ideology. That’s what sets us apart. 

To what do you attribute the significant passenger growth you have been experiencing?

I attribute the passenger growth to increased public awareness, getting the word out and letting people know we are here and that we offer over 75 nonstop destinations. The growth of the region has had a significant impact as well. We bring our passengers an easy and convenient experience overall, and that is very appealing. The Orlando Sanford International Airport has been used mostly for leisure travel, especially because our flights do not have the frequency that business travelers need. However, that is starting to change. We are seeing more business travel, and we are going to be working toward increasing that component of our operation. 

What has been the impact of your rebranding and new website?

The primary emphasis for the airport’s rebranding and new website was to modernize our appeal and accessibility. Based on the feedback we have received thus far, we have hit a homerun in both areas. The focus on travel convenience and a myriad of affordable and diverse travel opportunities showcased via an updated, mobile-friendly website has proven to be a winning combination. 


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Orlando Sanford International Airport: 

Spotlight On: Beat Kahli, President and CEO, Avalon Park Group

Spotlight On: Beat Kahli, President and CEO, Avalon Park Group

By: Felipe Rivas

2 min read February 2020 — The Sunshine State has been a beacon of light for companies and families wishing to live, learn, work and play under the sun. Much of the population growth happening in Florida is concentrated in Central and South Florida. Compared to South Florida, the Orlando market still has land to develop and has done a great job in diversifying its economy, Avalon Park Group CEO Beat Kahli told Invest: Orlando. The group is developing four projects spanning from Tampa to Daytona Beach and focusing on mixed-use communities where residents can live, learn, work and play.  

How would you describe the strength of the real estate market in Orlando today?

Orlando has a high level of infrastructure, with the Orlando International Airport, the Orange County Convention Center, University of Central Florida and a broad job base. The level of infrastructure compared to the pricing on real estate is one of the biggest advantages in the area. If you compare Orlando to other markets like South Florida and New York, Orlando still has land. While we still have a lot of land available, Orlando has done a great job in diversifying its economy. The I-4 corridor is key to the region’s growth and I see Orlando and Tampa growing together. 


What are your most significant projects in Central Florida?

We have four large projects in the I-4 corridor between North Tampa, Orlando, Daytona Beach and Tavares. We have over 20,000 residential units and those projects are all at different stages. Our Avalon Park Orlando project is 99% completed. For this project, we focused first on young families. We have 10,000 students stationed in our school district and thousands of homes already built. The community is a great place to live, learn, work and play with a variety of apartments, single homes, town houses, schools and about 150 businesses.  


What are some trends in Orlando’s real estate market?

People are interested in mixed-use development communities where you can live, learn, work and play. Building smaller homes is another trend, especially due to their affordability. People are getting smaller homes with higher upgrades in design and finishes. The most important change is toward live, learn, work, play communities and the quality of life these present. Co-working spaces are also a trend and we have already started to include these types of spaces in our communities. 


What is your outlook for Orlando’s real estate sector in the next year?

We have done a much better job after the Great Recession. When I look back on the last decade of recovery, I’m very positive about Central Florida for the next 20 years. However, we expect the real estate sector to stabilize within the next two years. Central Florida has attractive prices, and its diversified economy provides great opportunities for real estate investments.  


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Tourists, Flight Availability Underpin MCO’s Record Growth

Tourists, Flight Availability Underpin MCO’s Record Growth

By: Sara Warden

2 min read February 2020 — Orlando’s tourism industry is going from strength to strength, generating $75.2 billion from 75 million people in 2018. The industry’s success at drawing in new customers benefits almost every other industry in the region, not least aviation. In 2019, Orlando International Airport experienced a record-breaking year, welcoming 50.6 million passengers – a 6.1% increase on the previous year.

“Orlando lnternational’s growth in 2019 is due to a combination of factors,” said Phil Brown, CEO of the Greater Orlando Aviation Authority (GOAA) in a press release. “A strong Central Florida economy, continued innovative attractions being unveiled by the local theme parks, increased air service to new markets around the world and more seats coming into the area all equal record traffic at MCO.”

Currently, 38 airlines operate flights out of Orlando International, and in 2019 seat capacity was increased by 5.9% — around another 3.25 million seats. Most of this growth was generated by Spirit and Frontier, two budget airlines that continue to expand in Orlando. Spirit Airlines announced this month that it would expand the frequency of 16 routes from Fort Lauderdale-Hollywood International Airport and Orlando International Airport in 2020.

“Florida is very important to Spirit Airlines, and we are going to keep growing in the state we call home,” said John Kirby, Vice President of Network Planning for Spirit, in a statement. “As the only major airline headquartered in the Sunshine State, Spirit Airlines continues to add new destinations and more nonstop service to meet the needs of Florida’s growing economy.”

And 2020 is shaping up to be an equally exciting year. According to GOAA, there will be 39 new destinations launched from airlines including Air Canada, Westjet, JetBlue, Emirates, Delta and Virgin Atlantic over the course of the year.

The first half of 2020 is full of exciting new attractions such as Mickey and Minnie’s Runaway Railway at Disney’s Hollywood Studios and Hagrid’s Magical Creatures Motorbike Adventure at the Wizarding World of Harry Potter. Cirque du Soleil is also stopping by to perform Drawn to Life, which is sure to make 2020 a year to compete with its predecessor.

And Universal Orlando Resort is planning a new theme park resort, plunging billions of dollars into 700 acres on Universal Boulevard for its Epic Universe. The park is set to integrate the traditional theme parks and rides, as well as hotels, restaurants and other entertainment facilities. “Our vision for Epic Universe will build on everything we have done and become the most immersive and innovative theme park we have ever created. It is an investment in our business, industry, team members and our community,” said Universal Parks & Resorts Chairman and CEO Tom Williams at the unveiling of the project last August.

Orlando International is growing to accommodate this influx of tourists, with $4 billion in construction projects in the pipeline. The new $2.1 billion South Terminal is now 45% complete, will add 19 gates and is scheduled to open by 2021.


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