Bay County Business Journal 2021 by Rowland Publishing, Inc.

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LATITUDE MARGARITAVILLE | ECONOMIC DEVELOPMENT UPDATE ADVANCED TECHNOLOGY CENTER | HISTORY CLASS PHOTOS BY MICHAEL BOOINI (HISTORY CLASS), MIKE FENDER (ATC) AND COURTESY OF SUZUKI MOTORS

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FILLING AN URGENT NEED

We knew that Watersound wanted to be a unique community and that they were really interested in healthy lifestyles for a continued healthier life. And it certainly was attractive to us because we have as one of our mission focuses the care of the aging, along with the underserved and underrepresented.” — Dr. John Fogarty, Dean of the FSU College of Medicine

Partnership is bringing community-based hospital to PCB BY AL KRULICK

hen the St. Joe Company began planning a massive new development to be called Latitude Margaritaville Watersound, the third iteration in musician Jimmy Buffet’s collection of retirement communities, the word went out that Jorge Gonzalez, St. Joe’s president and chief executive officer, would be looking for a health care partner to better serve the new community’s residents. “A person in our community, Ed Canup with Capital City Bank, had worked with St. Joe and Jorge Gonzalez for years and said, ‘You have to meet this guy,’” recalled Mark O’Bryant, president and CEO of Tallahassee Memorial HealthCare (TMH), a private, not-forprofit community health care system that serves a ı7-county region in North Florida and South Georgia. “What St. Joe recognized was that to attract that population — folks who want to find a lifestyle community who are 55 years of age and older — there were certain quality-of-life components that they wanted to make sure were available to their residents,” O’Bryant said. “And one of the components that they’re wanting to have available to them, in particular, is a high quality of health care services. I became very intrigued about the project, and the more we discussed it with Jorge Gonzalez and the St. Joe folks, the more we recognized that we had a lot of

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commonality in outlook and certainly a great synergy in where we both saw the community headed, especially on the health care side.” According to O’Bryant, St. Joe was looking for a partner that had a strong understanding of community-based health care, not just in the provision of services, but with a level of governance that was also community-based.

Community input “We have a strong history of being a community asset and engaging the community,” O’Bryant said. “And the governance of our institution is something that we discussed with them in creating an organization that would have a strong community level of input. A lot of health systems — if you’re a part of a system that’s a large profit, or even a not-for-profit system — your decisions are often made in other locations. And everybody who works in health care knows that the health care of your community is unique to that community, and there’s very rarely a cookie-cutter program that really can best address that. “So, what we do at TMH is build strategic plans based upon the needs of our specific community; we engage the community in those discussions; and we tailor what we do to best meet the needs of the community. That’s where being community-based and not system-based has a play. And what

St. Joe and Jorge Gonzalez recognized is that sense of tailoring services to meet the specific needs of a particular population is something that we have experience in doing a little better than systems that tend to be a little bit more generic in their approach.” Another aspect that O’Bryant says was a key differentiator in St. Joe’s decision to partner with TMH was that the hospital could bring with it an educational and research component via its relationship with Florida State University’s College of Medicine and its Department of Geriatrics and Institute for Successful Longevity. “We were very interested in looking at a new community and whether we could begin to develop something that would be truly unique in terms of both the clinical approach and

Photography by SAIGE ROBERTS

also research opportunities for the future,” said Dr. John Fogarty, dean of the FSU College of Medicine. “We knew that Watersound wanted to be a unique community and that they were really interested in healthy lifestyles for a continued healthier life. And it certainly was attractive to us because we have as one of our mission focuses the care of the aging, along with the underserved and underrepresented. “There’s a lot of enthusiasm for FSU in the Panhandle, and TMH has a good reputation in the Panhandle as well. And the fact that we were talking about local governance and local control as opposed to a national corporate structure for a health care system — I think it seemed like it would be enthusiastically approved over there. So the opportunity for us to potentially

expand our educational programs there by building a medical campus close to Panama City Beach, just a couple miles north of U.S. 98 and pretty close to the new Latitude development, I think was exciting for the Panama City Beach community.” Construction of Latitude Margaritaville Watersound, a joint venture between the St. Joe Company and Minto Communities USA, is currently underway with work completed on the community’s first 248 home sites, including ı3 model homes. Located in the heart of St. Joe’s vast Bay-Walton Sector Plan, the community site encompasses approximately ıı0,500 acres with almost ı5 miles of frontage on the Intracoastal Waterway near Northwest Florida Beaches International Airport in Bay County. Approximately 3,500 homes

are planned for the first phase of the development, which will also include, at buildout, a Town Center with stores, bars and restaurants, recreational activities and a full-size concert stage, among other amenities. The nearby health care campus is to be located on an 87-acre parcel near the intersection of State 79 and Phillip Griffits Sr. Parkway, just minutes from Margaritaville. It will initially comprise an ambulatory and urgent care center with groundbreaking as early as 2022. Future plans include the construction of an emergency center and a ı00-bed inpatient facility offering services such as gastroenterology, urology, gynecology, cardiology and general surgery, among others. “One of the things we’re working on right now is really programming

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that campus so that it’s built in the right direction and at the right pace,” Fogarty said. O’Bryant agrees. “We recognize that the campus has to be developed for the long term,” he said. “What we anticipate is a series of buildings that will include, within five to six years, a ı00-bed hospital. As we ‘chase rooftops’ and as St. Joe builds out, that campus is going to become larger; it will likely end up being several hundred beds in the future. So, we have to plan out that campus, anticipating that level of growth. We’re looking at a long-term structural design that will allow for growth in stages. “We’re also looking at how we can bring health care to the members of that community through their town centers — how we can make health care not only high-quality but convenient. So, we’ll be looking at ways in which

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we can provide health care services in a ‘golf cart proximity’ to patients, but also how we can use technologies, especially virtual technologies, to create health care services in the home.”

FSU Health “TMH will provide a lot of the backbone — the infrastructure for the practices,” Fogarty said. “But we’re really hoping that we are branding this as FSU Health and that people will see that as a really positive brand. The teaching hospital is probably a few years down the line. As we develop, we will be able to actually start to send medical students, residents and PA students to the campus to begin to train there.” The FSU College of Medicine, at just 20 years old, is a relatively small medical school without a big clinical presence. “So, this St. Joe partnership actually comes at a really, really good time

because it allows us to build both the clinical and the research infrastructure over there,” Fogarty said. “The College of Medicine is very excited to be partnering with TMH and St. Joe on this project as it is something unique for us.” “We appreciate the vote of confidence that St. Joe has provided us,” added O’Bryant. “I think that Jorge Gonzalez, Dan Velazquez (SVP, Commercial Real Estate) and the whole St. Joe Group have a really clear vision, and the one thing that they have made very clear is that they expect quality; they expect to provide an outstanding service to their community, and they want to make sure that all partners have that same commitment. “This is starting off as a small project, but as we look ahead ı0, ı5, 20, 30 years, people are going to be amazed and see a whole change in how health care is delivered in that community. And that’s all starting here and now.”

PHOTO COURTESY OF ST. JOE COMPANY / LATITUDE MARGARITAVILLE

Development at Latitude Margaritaville Watersound, a joint venture of the St. Joe Company and Minto Communities USA, is underway. The community’s first 248 home sites have been prepared and 13 model homes are on display. The nearby health care campus is planned for an 87-acre parcel near the intersection of State Road 79 and Phillip Griffits Sr. Parkway, located minutes south of Margaritaville.

Meet Holly. For more than a decade, Holly Onda has focused on leveraging financial tools to help her clients work toward realistic and achievable goals. She understands no two clients’ financial lives, needs or goals are the same and, therefore, takes a tailored approach to planning and selecting tools to serve the individual. Call Holly today to schedule your no-obligation financial plan review.

Holly Onda Financial Advisor, LPL Financial holly.onda@lpl.com 850.404.6059

Serving Bay and Walton Counties www.capitalcityinvestments.com Securities and advisory services are offered through LPL Financial (LPL), a registered investment advisor and broker-dealer (member FINRA/SIPC). Insurance products are offered through LPL or its licensed affiliates. Capital City Bank and Capital City Investments are not registered as a broker-dealer or investment advisor. Registered representatives of LPL offer products and services using Capital City Investments, and may also be employees of Capital City Bank. These products and services are being offered through LPL or its affiliates, which are separate entities from, and not affiliates of, Capital City Bank or Capital City Investments. Securities and insurance offered through LPL or its affiliates are:

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A CHANGE IN LATITUDE Every day feels like a vacation in Latitude Margaritaville Watersound

elcome to Latitude Margaritaville Watersound, a 55-and-better community inspired by the lyrics of legendary singer, songwriter and bestselling author Jimmy Buffett, whose songs evoke a passion for tropical escape and relaxation. Latitude Margaritaville Watersound has captured the imagination of today’s vibrant 55-andbetter homebuyers who are growing older — but not up. Offering an irresistible concoction of food, fun, music and escapism, this dynamic all-new community for active adult living is redefining how pre- and active-retirement living is viewed forever. Latitude Margaritaville Watersound is a distinctly happy place where every day is like an island vacation. Colorful coastal-themed architecture, walkable neighborhoods and golf cart-friendly streets create a setting where neighbors wave to neighbors and visitors are made to feel right at home. Latitude Margaritaville Watersound is located on Northwest Florida’s gorgeous Emerald Coast between Pensacola and Panama City, near Panama City Beach. Latitude Margaritaville Watersound is being developed in partnership with master developer Minto Communities, global lifestyle brand Margaritaville Holdings and the St. Joe Company, one of Northwest Florida’s largest real estate development companies.

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ISLAND COLLECTION Aruba Floor Plan

13 FULLY FURNISHED MODEL HOMES

Island-styled homes are designed to capture the “no worries” tropical vibe that is so much a part of life at Latitude Margaritaville Watersound. There are four distinct home collections: Conch Cottages, Caribbean Villas, Beach and Island single-family homes. Conch Cottages offer convenient two-bedroom/twobathroom living, ranging from 1,204 to 1,466 square feet. All Conch Cottages have a two-car garage, and select floor plans offer a den or hobby room. Prices start at $239,990. Villa homes range from 1,503 to 1,862 square feet under air. All have two bedrooms, den or hobby room, two baths, covered lanai and two-car garage. Villa pricing starts at $281,990. Single-family homes range from 1,684 to 2,568 square feet under air; they feature two to three bedrooms plus den, two- to three-car garages, two- to three-and-a-half baths and a covered lanai. Pricing for single-family homes starts at $337,990.

For more information about life in Latitude Margaritaville Watersound, visit the sales center, open daily Monday– Saturday, 9 a.m.–5 p.m.; and Sunday, 11 a.m.–5 p.m. You can also call (866) 223-6780 or visit LatitudeMargaritaville.com.

LATITUDE MARGARITAVILLE WATERSOUND (866) 223-6780 | LATITUDEMARGARITAVILLE.C OM

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TechFarms Capital Starting up the American dream

here is no absence of dreamers when it comes to those with an entrepreneurial spirit, but it sometimes takes the beliefs of investors to turn that dreamer into a doer. TechFarms Capital, a venture capital fund investing in early stage technology ventures, is helping companies throughout the Southeast turn dreams into realities. Prior to TechFarms Capital, Kelly Reeser and Steve Millaway, general partners of the firm, were working at separate entrepreneur incubators, Reeser in Pensacola and Millaway in Panama City Beach. Both were engaged in strategic planning involving how the region of Northwest Florida can sustain transformative economic development. They found one of the most apparent gaps was access to capital for early stage technology entrepreneurs. “Growing the entrepreneurial ecosystem of Northwest Florida resonates with the heartstrings of the firm and coincides with our backgrounds,” said Reeser. “It is our personal passion to deploy capital, provide resources and solve problems by raising funds to invest in companies throughout the Southeast. On some level, we hope to attract companies specifically to Northwest Florida.” In creating TechFarms Capital, Reeser and Millaway see

the two-sided advantage of benefitting both the startup and the investor. The startups receive initial funds to grow their company and have access to resources to help them thrive, such as potential customers, industry advisors and subject matter experts. For investors, the result is a diversified personal portfolio with a high-risk, high-reward investment opportunity in technology, an industry that contains four of the largest worldwide companies. Currently, TechFarms Capital has funded the early stages of six companies: Perceptive Sensor Technologies, Chaos Audio, Sfumato, Healing Innovations, OneScreen.ai and Instant Financial. Each is a technology or tech-enabled company, ranging from Chaos Audio, a music industry app and hardware device, to Healing Innovations, a developer of robotic-assisted gait training technology, to OneScreen.ai, a market network for the out-of-home advertising industry. “We have set up a firm, not just a fund,” said Reeser. “A fund has a finite cycle, where a firm is there for the long haul in order to create sustainability. The best validation has been writing those six checks to startups at the height of their optimism for what their business can be.”

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ANTICIPATING THE FUTURE ATC builds workforce for tomorrow BY DAVID EKRUT, PH.D.

ollege students in Northwest Florida have a unique opportunity to become part of a scholastic setting that offers more than just traditional degrees. Gulf Coast State College provides an accredited program, certainly, but its services go far beyond that which can be found at many major universities. Student housing at Seminole Landing is shared by FSU-PC and GCSC students. The fully furnished waterfront apartments have a resort feel, each equipped with a kitchen, washer and dryer, living room and one to four bedrooms. The communal space has an infinity pool that overlooks North Bay. There is also 24-hour access to the on-site fitness facility, and residents can book time in a private study room. And if students need a break, they are just a walk or a quick ride away from a plethora of coffee shops and other restaurants, or they can find a quiet spot on the beach to read, study or watch the Gulf of Mexico. Beyond such extraordinary amenities, one of the greatest resources available to GCSC students is the Advanced Technology Center. At a cost of $35 million, the 80,000-squarefoot ATC opened in October 20ı3. The facilities have many resources typical of any student center such as computer labs and study rooms. But setting it apart is the ATC’s goal to remain market-centric. “One of the strengths that we have,” said Prof. Melanie Boyd, Ed.D., the chair of the business and

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technology department, “is that we do a great job working with the Economic Development Alliance, the chambers of commerce and local government in providing a regional effort for business development.” Boyd is responsible for coordinating all of the programs at the ATC — ıı associate science degrees and ı4 college credit certificates, as well as associate of arts degrees that align with the ATC. These programs differ from the traditional university model in the United States in that they focus on developing skills beyond the classroom. To ensure courses are incorporating new technologies and remaining consistent with accredited

Prof. Melanie Boyd, above, inspects an autoclave, a container used for chemical reactions and other processes involving high pressure and temperatures. Boyd, at right, stands before Gulf Coast State College’s Advanced Technology Center, which was opened in October 2013. Photography by MIKE FENDER

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Prof. Melanie Boyd, the chair of the Business and Technology Department at Gulf Coast State College, smiles while touring a lab at the school’s Advanced Technology Center and inspecting mechatronics, equipment that is developed through the use of multiple disciplines including mechanical, electrical, computer and robotics engineering.

standards, the ATC has a faculty senate, curriculum review committee and an academic council to approve new courses and course changes, and is constantly working to be certain it is responsive to the needs of Northwest Florida. “We are training students for jobs today that don’t even exist yet,” Boyd said. Her goal is to work with manufacturers and local entrepreneurs to determine what industry needs will be ı0 years from now so that she and the ATC can make “sure that we have the programs in place, the tools in place, we need to educate the workforce that they will need.” Also, students are encouraged to take part in Entrepreneur Institutes, where they can connect directly with local businesses to develop entrepreneurial skills. This hands-on learning approach differs greatly from most mainstream universities and sets GCSC apart from other colleges; however, with the rise 36

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of the pandemic, this level of student engagement became a challenge. Like all businesses, the ATC adhered to CDC mandates and state guidelines. Many courses remained online, but to give students the full GCSC experience, the ATC offered hybrid courses, where students were able to engage in person for labs and other hands-on learning experiences. In Boyd’s words, “We are keeping on carrying on.” Boyd is proud of student success stories, the most notable being Chaos Audio. Landon McCoy, founder and CEO of the company, got his start as an engineering technology student at the ATC. Their product, the Stratus, is a programmable pedal for electric guitarists. Looking forward, GCSC is ready to move back with a future-forward model to fully engage with students. “You don’t want things to get stale,” Boyd said. “The world is changing, so they have to change to keep up.”

The ATC relies heavily on partnerships as it pushes students to the next level of success. Beyond local business, they also work with the Navy. Currently, they are developing a cyber competition as part of their cybersecurity department to offer a regional “Hack-a-thon that will give ethical hackers a chance to practice their cyber-penetration skills.” Recently, the ATC has secured grant funds for a project in the unmanned vehicle program called TEMPEST — short for Training, Education, Management and Planning for Emergencies using Scenario-based Training and Technology Solutions. They are working with FEMA to train law-enforcement personnel to effectively use unmanned technology before and after an emergency. “Whether it’s a natural disaster or any kind of an emergency,” Boyd said, “first responders have to be able to communicate and deploy unmanned vehicles to aid in rescue and relief operations to meet the needs of the situation.” Also, the grant is helping to develop a training rescue program to use and deploy rescue devices called EMILY (Emergency Integrated Lifesaving Lanyard). The canoe-sized vehicle can be guided out to save a life without risking the safety of a lifeguard. The grant would help to train officers with the Bay County Sheriff’s Office and other first responders. More than a degree, these programs show that the ATC at GCSC provides training and education that goes beyond the classroom, preparing students and the community for the ever-changing environment of real-world problems. Photography by MIKE FENDER

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ReliantSouth: A Commercial Contractor You Can Trust

ased in Northwest Florida, ReliantSouth Construction Group has become a much sought-after contractor that provides full-service commercial general contractor/construction management services. Led by professional engineer Richard Dodd, ReliantSouth has completed various exemplary projects throughout Northwest Florida and the Southeast. Having started his construction career 38 years ago, Dodd has been leading successful and award-winning construction companies in this area for more than three decades. What makes ReliantSouth stand out from its competitors is its adherence to one primary mission: “We provide solutions and value to our clients while working collaboratively with all our stakeholders,” Dodd said. The past two years — first with Hurricane Michael and then the pandemic — have dealt some unexpected hardships all across Northwest Florida. Contracting has certainly been anything but ordinary. However, ReliantSouth has both persevered and excelled. So, what’s their secret? “I believe it’s our perspective,” Dodd explained. “Because you see, life is truly a gift and should be appreciated all the time. Perspective helps you appreciate the little things.” ReliantSouth takes great pride in adapting to circumstances, remaining

steady in uncertainty, and building quality projects that exceed client expectations. Perhaps that stability comes from the fact that the firm is blessed with a rich legacy. Also, seasoned, integrity-filled construction professionals make up the team who have worked together for years. And then there are the grateful ReliantSouth clients: Hurricane Michael decimated Southerland Family Funeral Home. Steve Southerland, principal in the business and former member of Congress, felt contracting with ReliantSouth was an excellent decision. “When Hurricane Michael completely destroyed our family’s business structure, we were devastated,” Southerland said. “However, we knew that in order to pick up the pieces and build back better, it would require contracting with the best commercial contractor we could find. In our mind, there was only one choice — Richard Dodd and the ReliantSouth team. “They didn’t just meet our expectations — they far exceeded them and did so under budget as well as with the highest professional standards,” Southerland said. “Quite simply, we believe they are the ‘gold standard’ in construction, with their team of

honest, respectful, and competent experts. When businesses are searching for a builder that will serve as a trusted advisor, who will also deliver value that exceeds price, look no further than Richard Dodd and ReliantSouth. It was one of the best decisions our family has ever made.” This proven track record is also why Bay District Schools chose ReliantSouth to build their $37 million elementary school in Panama City Beach, and why other business entities rely on this ethical firm to build their projects. Wayne Lindsey, owner of Sonny’s BBQ, shared why he chose ReliantSouth to handle his restaurant construction. “I’ve been in the restaurant business for more than 35 years, and I was looking for a contractor who was honest and had my best interests at heart,” Lindsey said. “Once I found ReliantSouth, I knew I could quit looking. They do business the right way, with attention to detail, which is second to none.” Richard Dodd explained what sets ReliantSouth apart within the industry. “It all boils down to ReliantSouth’s corporate culture and engrained core values,” Dodd said. ReliantSouth has the expertise and values to make any dream a reality.

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RAISING GLASSES AND PROFILES Pub toasts unsung heroes of Panama City’s past BY DAVID EKRUT, PH.D.

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At the History Class brewpub, owned by Allan Branch and Tim Whaler, locals raise glasses to a past that includes pioneer Hawk Massalina and a shipyard that turned out liberty ships during World War II.

t a safe remove from tourist attractions, resorts and souvenir shops exists a quiet place where Panama City locals kick back, savor craft beers and immerse themselves in the past. Keeping It Weird stickers dot many downtown Panama City storefronts; the theme is reflected in public art, including a mural of a cobra with various artists each contributing a part of the snake. Locally owned coffee shops, restaurants and bars are reinventing the historic district. At least, that is the goal of entrepreneurs Allan Branch and Tim Whaler, who co-own a brewpub called History Class. Branch was raised in Panama City and moved away for college to study graphic design and play football. After college, he wound up in software development, where he and his partners built LessAccounting.com — a “better than QuickBooks” app. After

Photography by MICHAEL BOOINI

selling that software, he dabbled in many ventures. “I’m a serial hobbyist,” Branch said. He’s done some brewing, built sailboats and is always looking for his next adventure. Tim Whaler went to high school with Branch and also moved away for a short time but was drawn back to his hometown. He is licensed with the American Institute of Certified Planners and has a background in city planning, regional zoning districts and grant writing. And though a brewmaster now, he began brewing as a hobby in his garage. “I was the worst homebrewer on the planet,” he said and held no delusions that anyone would buy his beer. “I was like, ‘Humor me and taste this.’ ” In the beginning, he started with minimal equipment and nothing more than a desire to brew decent beer. Branch and Whaler had not spoken since high school but ran into one

another and found that they shared passions for beer and Panama City. They recruited Dan Magner — who was homecoming king in high school and had a background in the culinary arts — to run their day-to-day operations as house manager, and the rest, as they say, is history.

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A wall at the History Club Brewing Co. is dedicated to a display of memorabilia from the three senior-most public high schools in Bay County: Bay, Rutherford and Mosley. Owners Tim Whaler, at left in photo above, and Allan Branch toast their success.

Together, they wanted to find a way to revitalize Panama City after Hurricane Michael devastated the city. History

Dan Magner, a one-time homecoming king with a background in culinary arts, is the History Club Brewing Co.’s front-of-the-house manager. 42

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Class became one way they could give back to the community. “This is their bar,” Branch said, referring to the locals. Stepping through the front door feels like stepping into the past. All the decor carries weight with the locals. Out-of-towners might not recognize the Marie’s Hotel sign on the wall behind the bar, but it has meaning to Panama Citians. It, like much of the early 20th century, black-and-white photos, was donated to the bar. After Hurricane Michael ripped through the Panhandle, Branch and Whaler dug through the rubble and found mementos from their neighbors. “People just brought us stuff,” Branch said. Even the tables are made of gym flooring taken from the high school. The wall divider was made from broken basketball goals. Many of their seats came from church pews. The founders believe that history is the great equalizer and brings people of all ages together, and they wanted to

make a local museum for people in their community to share ales and tales. “The stories are so timeless,” Branch said of the local people they highlight. “And our beers tell their stories.” Whaler enjoys crafting beers that aren’t “made with marshmallows or cereal,” and feels that many brewpubs create novel and flagship beers for marketing purposes. To maintain the integrity of each brew and to honor each story the right way, he avoids such gimmickry. Branch added, “If Officer Wilson’s beer had cereal in it and marshmallows in it, we couldn’t serve that for ı0 years and that would be disrespectful to the story. We want to create things that are timeless.” Officer James Calvin “J.C.” Wilson was the first African American to become a police officer in Panama City and served for 22 years. Prior to joining the police, he had served in the Army in ı942 and studied law at Florida A&M. He was a champion of the African Photography by MICHAEL BOOINI

American community in Panama City, long before the civil rights movement. Wilson and other unsung heroes are the sort of local “everyday people” Whaler and Branch want to remember. “We aren’t Gettysburg. There aren’t bullets in the ground,” Branch said, but there are still people who have been significant to the town. Pub regulars supply stories and more good reasons to celebrate Panama City history with a good ale or craft beer. Beyond the brewpub, Branch and Whaler have a desire to revive the historic district and reinvent downtown Panama City. Whaler wants to explore “what needs to happen downtown to set off — not really a renaissance — but to get it on the right track for redevelopment.” One way Branch and Whaler do that is with their Pouring Love campaign. They donate 25 cents to local charities for every beer they sell. In such a way, raising a glass to the past means rebuilding Panama City, one mug at a time.

A surviving portion of a sign from an old downtown Panama City landmark, the Marie Hotel, graces a wall at the History Club Brewing Co. Missing letters were added with paint of a matching green.

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A NEW WAVE Industries’ interest in Bay County is spiking BY HANNAH BURKE

ven as the pandemic ebbs and flows, many organizations are optimistically looking to expand their reach and get back to business stronger than ever. Bay County, said Bay County Economic Development Alliance

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president Becca Harden, is reaping the benefits. “Now that the vaccine is out, our project activity is out of sight,” Harden said. “It’s like someone turned on the faucet, and we’re doing the best we can to keep our heads above water.” For the seven years Harden has headed the Bay EDA, she’s never seen project activity and construction as robust as it is now. Visit the region today, she said, and you can feel the energy. In August, Florida State University Panama City wrapped up construction of a student housing project that will, for the first time, allow for the recruitment of students who will live on campus. Students from both

Gulf Coast State College and FSU PC will live in the complex known as Seminole Landing. The St. Joe Company continues the development of initial phases in its Latitude Margaritaville Watersound retirement community north of Panama City Beach off State Highway 79. St. Joe, in cooperation with Tallahassee Memorial HealthCare, Inc. and the Florida State University College of Medicine, announced plans this summer to develop a health care campus just minutes away from Margaritaville, which is projected to total ı70,000 homes at build-out. Too, the private developer is partnering in a ı24-room boutique Indigo Hotel on St. Andrew Bay that

PHOTOS COURTESY OF EDA (VENTURECROSSINGS) AND SUZUKI MOTORS

SPEC I A L R EPORT

Rendering at left depicts a waterfront Hotel Indigo whose development is being spearheaded by the St. Joe Company. It figures prominently in redevelopment plans for downtown Panama City. Illustration above depicts a testing and training center planned for a 20-acre site on St. Andrew Bay by Suzuki Marine.

will provide some much-needed love to Downtown Panama City. Construction of that project is underway. And that’s just the tip of the iceberg as to what’s in store for Bay County. Harden said four projects related to aviation, defense, logistics and distribution are “on the bubble of completion.” She said in June that official announcements could come as early as this fall. “Many companies have been sitting on growth plans for over a year now, so a lot of the people we talk to are ready to implement them quickly,” Harden said. Due to last year’s travel restrictions, the Bay EDA relied on digital marketing plans and virtual site visits. Domestic

project activity fared far better than those of international companies, said Harden, as “companies aren’t going to make multimillion-dollar decisions about property they’ve never visited.” Other projects have picked up where they left off. Before the pandemic arrived, the Suzuki Motor Corp. secured a 20-acre site on St. Andrew Bay that will house Suzuki Marine Technical Center USA. The research and development integration facility represents a $25 million capital investment that will create an estimated 35 jobs for starters. According to Harden, Suzuki has completed a master site plan and is in the process of obtaining DEP permits for the site’s infrastructure. Suzuki has

already begun testing activity and will temporarily utilize another building as construction continues. Port Panama City has more to offer on the international front, serving as “a huge economic driver not just for Bay County, but our entire region,” said Harden. “They recently opened the new east terminal and warehouse and are in the process of building another one, so they are blowing and going.” The $60 million East Terminal project, comprising a 900-foot berthing area, 260,000-square-foot warehouse and 40-car rail yard, will process an estimated 350,000 to 400,000 tons of cargo each year. With plans underway for more berthing space and an additional warehouse by 2024, it is the Port Authority’s largest project to date. U.S. Rep. Neal Dunn, R-Panama City, headlined a dedication ceremony for the new terminal in the spring and said the project will “provide a huge opportunity for growth in the region and generate over 300 direct jobs.” The EDA has been marketing certified industrial sites at the Panama City Port Authority’s Intermodal Distribution Center on U.S. 23ı and is currently in talks with a potential

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Bay County Business Journal SPEC I A L R EPORT

tenant who will “take most, if not all of our certified sites,” Harden said. “We’re very excited to move that along.” Too, Harden is excited about strides being made in Bay County’s manufacturing sector. In partnership with Gulf Coast State College and local manufacturers, the EDA recently launched the Gulf Coast Federation for Advanced Manufacturing Education (FAME) Chapter, a program that hopes to bring about an appropriately tailored talent pipeline. Recruitment for the fall semester program, designed to give students insight into the manufacturing industry and real-life work experience, began in the spring. Harden called it a “win-win” for both students and participating companies.

LOCAL FIRM, NATIONAL RESOURCES With 13 locations across the Southeast and over 800 employees, we pride ourselves on having the vast resources of a national firm, yet our approach is rooted in a strong local presence. Beyond tax and audit services, our advisors can guide you through every business situation. From business continuity planning to technology upgrades to managing staffing needs, Warren Averett can provide you with a broad range of innovative solutions tailored to your specific needs. We’re here for you. Contact Jay Moody today to see how we can help you. Jay Moody, CPA Panama City Managing Member 850.252.1001 Jay.Moody@warrenaverett.com

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Headquartering Early-Stage Venture Capital in Northwest Florida Gain access to early-stage investments in tech & tech-enabled startups throughout the Southeast United States

Kelly Reeser 850.384.0962 capital@techfarmscapital.com @TechFarmsCapital

PHOTOS BY MIKE FENDER (AIRPORT) AND COURTESY OF EDA (VENTURECROSSINGS)

Left: An intermodal distribution center located north of Panama City on U.S. 231 is among assets touted by the Bay County Economic Development Alliance in its recruiting efforts. Traffic at the Northwest Florida Beaches International Airport was heavy this summer when Panama City Beach welcomed record numbers of tourists.

“This is an opportunity for local manufacturers to have a student on their payroll and, for lack of a better word, test-drive their employees before they hire them full time,” she said. “A key question for companies is always, ‘How are you going to meet our workforce needs?’ This is an answer we can provide.” Harden said the EDA will continue leveraging the region’s assets to diversify its economy. Visitation via the Northwest Florida Beaches International Airport (ECP) is almost back to its pre-pandemic numbers, Harden said, and is a big factor for prospective business. The reconstruction of Tyndall Air Force Base as the base of the future and the region’s ever-growing military presence continues to result in an influx of defense-related projects. For Harden, some elements of the shutdown were a blessing in disguise. “The pandemic and the opportunities we had throughout caused us to adjust the way we do business, but it also helped us catch our breath after the devastation of Hurricane Michael,” Harden said. “You could feel the emphasis on rebuilding our community, and now, coming out of COVID, we’re hitting the ground running.”

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Cox Business Connects and Protects Navigating Cybersecurity in a Digital Landscape

ith many companies migrating to remote work driven by the impact of COVID-19, the current workforce has proven to be adaptable and resilient. Yet, with any vast and sudden change came challenges. Cox Business quickly assessed that such a reliance on digital communication led to increased cybersecurity risks. Cox Business has been working diligently to ensure their customers working digitally are protected and wisely managing threats. Cox Business provides business internet, phone and television alongside security systems and managed cloud services. In the past year, organizations have experienced an increased rate of security threats because the digital landscape has accelerated — what was expected to take place over five years happened in one. Thus, it has become more difficult for IT departments to support the needs of employees. Jared Ruth, with Cox Business, cites that the majority of incidents stem from an opened email that contains an attack. Typically, a hacker sends out emails in hopes that it will be clicked on. Once clicked, the hacker gains access to the network, spending weeks infiltrating the network and making it as complex as possible for the company to recover. This is especially the case in ransomware attacks, which 6 out of 10 companies are likely to suffer. According to Mimecast Threat Center, since the onset of the pandemic, employees are clicking on three times as many malicious emails than before. To put this into perspective, from 2019 to 2020, there has been a 64% rise in threat volume. Fortunately, ransomware attacks can be combatted with education and proper protection in place. While it is impossible

to be aware of every threat, Ruth advises companies to be educated themselves on what’s inside their network, what’s at the perimeter and what’s outside. Identifying a threat starts with educating employees on what they should and shouldn’t be clicking on and helping them to understand and identify the defining qualities of a threat. When working remotely, identity also comes into play when assessing security risks because companies need to ensure the person on the other side of the device is a trusted individual. “The more you have on a device, the more exposed you are,” said Ruth. “You don’t want all of your data on a physical device, because if it’s lost or compromised, that can create a threat. What’s great about a cloud environment is the data isn’t on the device, but you have access to that data at any time, on any device, in any location.” Whether it’s a work desktop or a personal laptop, Ruth advises migrating all services to the cloud because it’s the most secure and protected location that helps meet compliance requirements for an array of companies, from a local clothing store to healthcare industries operating under HIPAA. Looking towards the future of the workforce, there is no turning back as a majority of companies are opting to continue remote work in some capacity, and digital communication is throttling ahead. Instead, companies must invest in their digital security to secure profitable futures. “Cox Business Cloud Solutions is a one-stop shop delivering connectivity and applications then securing them,” said Ruth. “With a reliable reputation and a diverse understanding of many security scenarios, you can trust in our ability to protect you.”

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