Tim Marks reflects on nearly two decades leading Metropolitan Ministries

Tim Marks never imagined he would become the chief executive officer of Metropolitan Ministries. An electrical engineer by trade and a corporate sales director by success, he spent the first half of his career far removed from the world of nonprofits. 

“Anyone can make a difference in a nonprofit,” Marks says during a candid interview, just weeks before officially announcing his retirement. “If an electrical engineer like me can end up leading an organization like Metropolitan Ministries, then anyone can find a way to contribute.”

As he prepares to retire from one of Tampa Bay’s most transformative organizations, Marks reflects on a journey marked by unexpected turns, an unyielding purpose and an enduring mission to give back. Under his leadership, Metropolitan Ministries grew from a struggling shelter into a multifaceted organization that now serves thousands of families, annually. Beyond metrics, however, Marks sees the real success in the trust and resilience of the community he has passionately served, for nearly two decades.

With his retirement planned for 2026, he will culminate this “curve” of his life in his 20th year with Metropolitan Ministries. We’ll come back to curves later.

On the day of our visit, Marks is reflective yet hopeful. His journey from corporate boardrooms to the frontlines of community service reveals a man deeply committed to uplifting others—a commitment rooted in a lifetime of experiences that shaped both his character and his mission.

As Metropolitan Ministries has grown, so has the man leading it—a testament to the power of change, humility and purpose.

A Call to Service

When Marks arrived in Tampa in 2006, it wasn’t with the intention of leading a nonprofit. His wife, Val, CEO of Medical Technology Associates and a powerhouse businesswoman in her own right, had accepted a leadership position in the area, prompting the family’s relocation from Boston.

Marks, fresh off a corporate career marked by success—including closing a $90 million deal in his final year—was ready for a change. That change came in the form of a visit to the Boston Rescue Mission and eventually to Tampa Bay’s Metropolitan Ministries, a local nonprofit known for its work with homeless and at-risk families.

At the time, Metropolitan Ministries was respected in the community but struggling, financially, behind the scenes. Those challenges were looming and the organization needed a clear vision to move forward. Marks recalls being intrigued by its mission to support families, a demographic he had never worked with before.

“When it’s just an individual, you can work with them directly,” Marks explains. “But when you’re dealing with entire families, the challenges are amplified. It’s not just one person’s crisis—it’s a ripple effect.”

Despite his lack of nonprofit experience, Marks felt a pull toward the organization’s potential. He credits his early days at Metropolitan Ministries to his relationship with Reverend Morris Hintzman, the organization’s first CEO. Marks describes their dynamic as a perfect balance. Hintzman provided a bold vision for the future, while Marks brought the organizational, and business, acumen to execute it.

“Morris had big ideas, and I could see where I could help bring those to life,” Marks says. Together they restructured operations, cleaned up facilities and focused on telling the organization’s story in ways that inspired greater community, and corporate, support.

Over the next several years, Metropolitan Ministries transformed under Marks’ leadership. It became not just a shelter but a comprehensive resource for families in crisis offering programs in education, housing and hunger relief, while maintaining a steadfast commitment to dignity and self-sufficiency.

“I believed in what we were doing,” Marks says. “You can’t fundraise for something you don’t believe in. And I believed we could make a difference.”

At its core, Metropolitan Ministries has always been guided by its mission: to alleviate suffering, promote dignity and instill self-sufficiency in those they serve. For Marks, and his team, the answer to any question about how and when they can help is simple—if it aligns with their mission, they will find a way.

Groundwork to Greatness

Marks’ journey to becoming a nonprofit leader began far from the sun-soaked streets of Tampa. Born in Detroit, in 1957, Marks grew up the youngest of three boys in a working-class family. His father, a Serbian immigrant, had overcome significant challenges to build a life for his family in America. With only an eighth-grade education, he worked as a union president at a small tool and die shop, embodying the values of service that would later shape Marks’ own leadership.

“My dad grew up with nothing,” Marks recalls. “In the old country, He didn’t have shoes as a kid and, in the winters, they would warm their feet with cow dung. Despite all of that, he was the first to help a neighbor or anyone in need.”

Marks’ father, Zivko Mrakovic, found it difficult to find work with his strong Eastern European name, thus he became James Marks. 

Marks’ parents instilled the importance of hard work, education and community to their children. Though no one in his family had previously attended college let alone graduate from high school, Marks and his brothers commuted to local schools, in Detroit, determined to break that cycle. For Marks, it was a high school vocational program, in electronics, that first sparked his interest in engineering, setting him on a path to his early corporate career.

“I wasn’t the best student,” Marks admits with a laugh. “I was a B-C kind of guy. But I excelled in that vocational program—it gave me a purpose and a clear direction.”

Marks earned an engineering degree with a concentration in electronics. After graduation, he began designing radio networks for Michigan Bell. It was also during this time that he met Val, the woman who would later play a pivotal role in his move to Tampa,  his career shift and his life. 

But it was the events of 9/11 that truly redefined Marks’ trajectory. Living in Boston at the time, he and his wife were deeply affected by the proximity of the tragedy. Several passengers on the planes that left Boston’s Logan Airport lived in their neighborhood. For Marks, the experience led to a period of soul-searching.

“I started questioning everything,” Marks says. “The big paycheck, the nice house, the career—what did it all mean? What was I really working toward?”

Inspired by Stephen Covey’s The 7 Habits of Highly Effective People, Marks embraced the idea of “thinking with the end in mind.” He began volunteering at the Boston Rescue Mission, where he found fulfillment in helping others. The experience planted a seed that would, eventually, grow into a full-blown calling.

“It wasn’t just about writing a check anymore,” Marks explains. “I wanted to get involved, to make a real difference. That’s when I realized there was more to life than just chasing success.”

This shift in perspective ultimately led Marks to Metropolitan Ministries, where he would combine his business experience with his newfound passion for service—a path shaped by the values his parents had modeled and the lessons he had learned throughout his career.

Marks’ Major Moments

Marks’ success as a leader was not without challenges. The relentless demands of his role—especially during crises like economic collapse, the COVID-19 pandemic and, most recently, back-to-back hurricanes—took a toll on his health. 

Diagnosed with coronary artery disease, he underwent numerous procedures during his time in leadership. “I wasn’t managing stress well,” Marks admits. “I’d drop everything to fix a problem, sometimes to the point of overwhelming those around me.”

That approach began to shift in 2013, when Metropolitan Ministries adopted trauma-informed care principles, emphasizing emotional intelligence, empathy and collaboration. Initially, Marks saw it as a framework for serving clients. But soon, he realized it held lessons for his leadership.

“I had to stop being the guy with all the answers,” Marks reflects. “Leadership isn’t about control; it’s about creating an environment where everyone can thrive.”

Staff who once viewed Marks as intimidating began to see a leader who trusted and empowered them. 

“I learned to back off and trust my team,” he says. “The best version of me needed to show up and so did the best version of everyone else.”

Through this evolution, Marks fostered a culture that allowed Metropolitan Ministries to expand its reach, while staying true to its core mission. Programs like NeighborHope and Pathways to Hope placed resources directly in underserved neighborhoods and schools, addressing crises before they became insurmountable. “If we can solve smaller problems, early, we can prevent bigger crises later,” Marks explains.

As Marks prepares to step away, he reflects not just on the organization’s growth but on his own. “I’m not the same person I was when I started this journey,” he says. “And that’s a good thing. Change is hard but it’s what makes us better.”

The Next ‘Curve’ 

Over the past 19 years, Marks has helped shape Met Mini into a multifaceted resource that goes far beyond providing shelter.

“Everything we’ve done—from MiraclePlace to our hurricane relief efforts—has been built on the trust, and generosity, of this community,” Marks says. “That’s what I’m most proud of—the way this community has come together to support those in need.”

Marks credits much of this success to the team he has worked alongside, from his leadership partners to the volunteers who dedicate their time and energy to the mission. “I’ve always said the heart of this organization is the people,” he reflects. “It’s not about me; it’s about everyone who believes in what we’re doing and is willing to step up.”

During his next “curve,” Marks plans to remain active in the Tampa Bay community, offering his expertise, and guidance, to other nonprofits and initiatives. The curve analogy is one, he describes, as being the ebb and flow of everyone’s journey. 

In a book that held significance to Marks, Strength to Strength: Finding Success, Happiness, and Deep Purposes in the Second Half of Life by Arthur C. Brooks, the curves of life became an idea Marks related to. 

“One curve is what makes us productive in getting things done – executing. The second curve is more about mentoring, teaching, consulting, guiding…those who navigate to their natural strengths based upon experiences to serve others with our wisdom. That’s the jump from the executing curve to the teaching curve,” Marks explains. 

When one curve ends, another begins. He’s ready to find his next mission and see where that curve takes him. 

While he is clear that he wants to step back from day-to-day operations, he is equally clear that his mission to give back is far from over. “I want to keep making a difference,” he says. “Whether it’s helping other organizations grow or working with foundations, I want this next curve of my life to matter.”

As for Metropolitan Ministries, Marks is confident in its future. The board of directors has already begun the search for his successor, with Marks playing an advisory role in ensuring a smooth transition. “Metro has only had two CEOs in its 50-year history,” Marks notes. “That continuity is part of what makes this place so special. I want the next leader to have the same opportunity to grow, and succeed, that I had.” He points out that the search will be local, not national, and that he has his eye on a candidate, or two. 

When asked about his biggest fear as he enters “retirement,” Marks pauses. “It’s not being busy,” he admits. “It’s about staying connected and continuing to feel like I’m part of something meaningful.”

That connection to purpose has always been at the heart of the Tim Marks journey—from Detroit to Tampa, from engineer to nonprofit leader. As he reflects on his time at Metropolitan Ministries, one thing is clear: his love for the community and his mission to give back will remain as steadfast as ever.

Photos by PamElla Lee

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