I still feel like that little kid. USF is a place where an 8-year-old can have a dream, pair it with an education, work hard and surround himself with the right people. When I look back, I see how many people supported me and gave me a chance. I started by cleaning floors. Once I did that well enough, they let me clean the locker room. Then they let me do the laundry. Every step taught me that you get what you work for, not what you wish for.

I also look at it with gratitude. My wife, Casey, has been the ultimate teammate, and we will celebrate our 25th anniversary in September. None of this happens without her support. The same applies to the people I worked with across Tampa Bay and at USF. I cringe when a biography says Rob did this or Rob did that. We did those things together. The unity within this community has always been the backbone of the work.

College athletics has changed so much that the old title no longer captures the job. Athletic departments now have an opportunity to compensate student-athletes, but that also creates new revenue demands. We still have to recruit great talent, hire strong coaches, support academics and create a high-level experience for student-athletes and fans. Those responsibilities remain, but the enterprise has grown around them.

USF Athletics is a nine-figure business with extraordinary affinity. People do not buy season tickets or jerseys for most Fortune 500 companies. They do for universities. That passion creates a responsibility to serve students, alumni, donors and fans at a high level while operating with the discipline of a chief executive. USF recognized where the job was going and put the right title on it. Since then, other schools have started moving in the same direction.

Potential has a time and place, but it can become an immeasurable standard that delays accountability. USF has about 50,000 students and roughly 400,000 living alumni. The university has joined the Association of American Universities and continues to grow its academic and research profile. At this point, we should measure ourselves by production, performance and results.

That means setting real goals, establishing standards and asking whether we won the day. Rankings have value, but we have to be accountable for what we produce across athletics, academics, fundraising, facilities and the student-athlete experience. The days of talking about what USF might become are behind us. We are responsible for what we do now.

I want people to understand their family history and prioritize their health. I had not been to a doctor since I was 15. In sports, you are taught to be tough and work through pain, and I treated avoiding the doctor like a badge of honor. That was foolish.

I learned about my family history during my father’s first oncology appointment after his bladder cancer diagnosis. The doctor asked about relatives, and I learned that my grandfather had died from colon cancer at 53. I started reading about hereditary risk during the appointment and realized I should have been screened earlier. I scheduled a colonoscopy, and doctors found a four-centimeter tumor. They later learned the cancer had spread to my lymph nodes.

The diagnosis changed the way I thought about health and family. I was not afraid for myself as much as I was concerned about what it would do to my wife, my children and everyone around me. My father and I went through treatment on nearly the same schedule, with him about two weeks ahead of me. We are both clean now, and we continue to get screened every three months.

The easiest appointment to postpone may be the one that saves your life. Your family needs you. That means knowing your history, going to the doctor and putting health and family first.

It will give USF football the home it has waited for throughout the program’s history. One of our original football players, Jacoby Blunt, visited practice recently. I asked when Coach Jim Leavitt had told the team the stadium would be finished. He said 1999. Thousands of players have worn the USF jersey while waiting for this building.

The stadium also will change the student experience. We placed a construction beam at the Marshall Student Center so students could sign it before it was installed in the student section. We thought 500 or 600 students might participate. More than 5,000 signed it in 72 hours. Those students will be able to walk from a residence hall or nearby apartment to watch classmates play in a stadium on their campus.

The project will give alumni a reason to return and see how much the university has changed. USF has about 400,000 living alumni, and many live within driving distance. A home football weekend can reconnect them to the campus, their classmates and the university.

The stadium also creates opportunities beyond six home football games. It can host concerts, professional wrestling, soccer matches and other events that fit a 35,000-seat venue. Its location adds to the effect. The stadium, the Fletcher District redevelopment and the Museum of Science and Industry site place three large projects within roughly three-quarters of a mile. Their timelines overlap, giving the university area a concentration of investment that few communities see at one time.

USF deserves to compete on the biggest national stage. The university checks many of the boxes that matter. Academically, USF is one of two public AAU universities in Florida. From a media standpoint, Tampa is the largest television market in the state, the 11th largest in the country and the second largest in the Southeast. Our athletic performance also is moving in the right direction. USF won six American Athletic Conference championships during the past year, more than any other member of the conference.

Facilities matter, too. USF has one of the strongest athletic districts in the country, and the stadium fills the most visible gap. It is scheduled to open Sept. 4, 2027, against Louisville.

The path forward begins with our current conference. We have to become the best version of ourselves in the American and compete for championships across the department. Success now strengthens every argument USF can make later. We cannot wait for realignment to improve our position. We have to produce results that place us in that position.

The stadium gives the region another venue for events that may not fit its larger buildings. It can bring people to campus for sports, concerts and entertainment while introducing visitors to a university that supports the regional economy, graduates thousands of students each year and supplies talent to local employers.

USF also can use the stadium to deepen relationships with companies and civic organizations. The university already works closely with Tampa General Hospital, local banks, construction companies, hospitality businesses and other employers. A campus venue creates more occasions for those relationships to grow through sponsorships, events, hospitality and student engagement.

They taught me to focus on service and the work behind the event. During a Super Bowl or Final Four, fans see the field or the court. The people running the event are working through transportation, security, fundraising, sponsorships, hotels and hundreds of operational details. When the Buccaneers won the Super Bowl in Tampa, I did not see a play. I checked the score when I could and returned to the next responsibility.

That experience applies directly to college athletics. The public sees games and championships, but the department has to manage academics, compliance, facilities, fundraising, media rights, name, image and likeness, revenue sharing, travel and student welfare. The event works when those responsibilities come together without drawing attention away from the athletes and fans.

At the Sports Commission, athletes came to Tampa for several days and then left. At USF, student-athletes may be here for months or four years. That gives us time to serve them daily and support what they want to accomplish in athletics, academics and life.

Their energy reminded me why I entered this work. Wide receiver Mudia Reuben is one example. He transferred from Stanford, chose USF over several other programs and used name, image and likeness money to help bring clean water to his parents’ village in Nigeria. When teammates entered the transfer portal, he stayed. College athletics is often discussed through money and movement, but each decision affects a student with goals that reach beyond the field.

The turnover was greater than I expected, but the searches gave us a chance to establish what we value. We wanted coaches who had led before and still had something to prove. Some people want to inherit a program with banners already hanging. We wanted people who were attracted to building what comes next at USF.

That mindset fits where the university stands. The stadium is under construction, the athletic district is growing and our teams are expected to compete for championships. We need coaches who see that work clearly and want responsibility for the result.

Both of my parents graduated from USF. My sister graduated from USF. I graduated from USF, and I met Casey here while she was completing an internship. Nearly every part of our family’s story connects to this university.

When I was a ball kid, I sat under the basket with a towel. If a player fell, I ran onto the floor and wiped up the spot so no one slipped on the next possession. During games, I sometimes looked into the stands and saw my parents watching me even when play had moved to the other end of the court.

My mother died unexpectedly four years ago after a stroke. She did not get to see me take this job, but I know what it would have meant to her. My father still attends games and tells everyone he meets that I am the CEO of Athletics. I am convinced that when I was a ball kid, a manager and now in this role, they were not watching the game. They were watching me.

We need people to talk about what is happening at USF and participate in it. That can mean becoming a season-ticket holder, making a gift, supporting a student-athlete, attending events or simply correcting the old perception that USF remains a university waiting for its future.

The university has not always received its fair share of attention in a state dominated by older institutions in Gainesville and Tallahassee. The way to change that is through performance and participation. USF has to win, and the region has to recognize what is already happening here. This is the moment to come get our fair share.

With more than 300 agents through the years, imagine how many of them have been involved in nonprofits or community organizations. They were already doing the work and we tried to support that work.

A lot of these organizations have a great mission, but they need help building longevity. Sometimes that support is financial. Sometimes it’s accounting, strategic planning or leadership support. The goal is to help organizations sustain themselves over time instead of just funding a single event or project.

You have to define what your long-term strategy is with an organization. Sometimes the most valuable support isn’t simply writing a check.

Maybe it’s helping with accounting. Maybe it’s strategic planning. Maybe it’s bringing employees into the mission and helping organizations build operational strength over time.

There are a lot of opportunities to make a real difference if you stay involved consistently.

There have been many. One example is the Arts Conservatory for Teens, which serves thousands of students through after-school arts programs and education initiatives.

Over time, you realize even smaller organizations can create major impact if they have the right operational support behind them.

We’ve been fortunate to participate in nearly 50 projects that came out of the ground across Tampa Bay, representing thousands of residential units over time.

That goes back to projects like Monte Carlo years ago. Back then, we were giving away BMWs to help move condominium units. Today, Tampa Bay is full and there’s still more coming.

It’s unusual for an independent brokerage to have that much involvement across a market over that period of time.

In some cases, developers call and say, “We’ve got $60 million left. What can you do to help us sell it?”

That’s where experience matters. We’ve spent decades understanding pricing, buyer behavior and absorption rates across different parts of the market.

Those brands bring attention from outside markets. Take the Waldorf Astoria Residences in St. Petersburg. That branding introduces the market to buyers who may not have previously considered Tampa Bay.

Most recently, there’s roughly $210 million already under contract with buyers ahead of that project’s next phase. That tells you how much outside demand exists for the market today.

At the same time, Tampa Bay still develops differently than Miami or some larger markets. This has never been a place where thousands of units hit the market all at once. Development here happens more gradually, which forces developers to think carefully about what they’re delivering.

It’s unusual for an independent brokerage to have this kind of position in a market. We’ve worked hard to maintain local control and strong listing inventory because local relationships still matter in this business.

If you get in trouble, you call Mr. Coldwell Banker and see if he responds, or call me.

People still want somebody who understands the community, understands the market and can help guide them through difficult decisions.

The consolidation is happening at breakneck speed. Large national brands continue buying regional firms and expanding market share.

For a company like ours, that means protecting listing inventory, relationships and local market knowledge becomes even more important.

Relationships and trust. Buyers and sellers still want direct access to someone who understands the nuances of the market.

Technology helps operations, but this remains a relationship business. People want somebody who can answer questions directly and give them confidence in the process.

AI is already helping with operational efficiency, workflow management and internal systems. We’re continuing to invest heavily in technology and internal systems because the business is changing quickly.

At the same time, I remind our people this is still about relationships. Buyers and sellers want one-on-one conversations. They want real market insight. Technology can support the work, but it doesn’t replace the human side of the business.

I don’t really like talking about myself, so it was uncomfortable at first. But when you get to a certain age, you realize there have been a lot of chapters along the way.

It started at Red Lobster. It started in a mobile home worrying about bounced checks and trying to stay ahead financially.

As you climb a ladder, you’re not really looking at the top. You’re just going. You’re so motivated to get someplace you didn’t fully know yet.

Hopefully sharing that story helps younger people understand you have to start somewhere and keep climbing.

We have leadership teams overseeing brokerage operations, development services, title and mortgage, along with managers who have been with the company for years.

Two of my children are active in the business and my youngest still follows everything closely even though he’s in Atlanta.

My name helped push the brand forward, but the brand succeeds because people succeed. The goal is making sure the company stays strong for the next generation.

Tampa Bay is in a very good position long term. We’re very fortunate to be here.

The market continues attracting new residents, outside capital and long-term demand. Growth may happen more carefully than it did several years ago, but the fundamentals remain strong.

I’m far from done. I’ve started trying to take some Fridays off, but I still enjoy the work and I still enjoy building things with the team.

Women over 50 were being ignored. They were being told certain products weren’t for them and that the industry was focused on a younger customer. At some point, it became clear that no one was really listening to women in that stage of life.

I took the idea to larger companies and they laughed. They said it wasn’t a big enough demographic. After hearing that a few times, I realized the worst thing that could happen is I’d have to start over. So I quit my job, used my savings and built it myself.

I get on the phone and ask one question: what is one thing this brand must be? Then I listen. Women tell you exactly what they’re dealing with, whether it’s pain, skin changes or things the industry doesn’t talk about. I write everything down and build from there.

They guide everything. We built the brand with women across the country and even internationally. We asked them what they wanted, how products should perform and even what the brand should be called. That same process still drives product development.

Women told me they didn’t like looking at themselves in the mirror as they got older. They would turn off the lights or avoid certain clothes. The idea was, what if we could help them feel confident again. The original idea was “naked,” but that name was taken, so we built Nakery from that concept.

Because it was real. Women kept talking about it. If you solve a real problem and the product works, they come back. That’s how you build a business.

It already had our customer. Women over 50 are watching and buying from TV. It also forces performance. You don’t get a second chance. The product has to work.

In a 24-hour period, we’ll do between $2.2 million and $2.5 million in sales. We do that about nine times a year.

The “Today’s Special” carries the network for the day. It’s not just about my numbers. There’s pressure to help the network hit its goals, but I try not to think about it that way or it would affect how I perform.

Because customers asked for it. They want proof. That process takes time and money, but it builds trust. When something works and improves someone’s life, that’s what matters.

You should think of it as its own retailer, especially TikTok. It’s not just marketing. It’s where you learn from your customer in real time and sell directly to them.

Early on, people told me not to start the company and said I wouldn’t succeed. You have to block that out. Now I see some of those same people at trade shows, and it’s a very different conversation.

I focus on product development, focus groups and brand. He handles finance and operations. The business wouldn’t be where it is without that split.

You have to stay true to your customer. Our customer shops at Ulta. That’s where we focus. Even if other retailers are interested, you have to know who you’re building for.

You have to adjust. In Europe, for example, we couldn’t even call one product a pain cream, so we had to change packaging and positioning. But demand is strong because customers see the brand on social media.

We stay disciplined. Every product has to earn its place. We’re a small team, so we focus on what works and what customers actually use every day.

She has money and she has real needs. She’s been ignored for a long time. If you listen and deliver, she’s very loyal.

Don’t let anyone tell you you can’t do it. You’ll hear that a lot. If you believe in it, you can build it.

Dave Ward: We’re launching a partnership with Sprouts. It’s about two years in the making. The initial rollout is 10 stores across Pinellas, Pasco, Hillsborough and Sarasota counties, with all expected to open by late June or early July.

We went through a competitive process and were selected as their partner. This is just the beginning. They have dozens of stores across Florida and Georgia, so there’s a path to scale beyond the first 10.

Dave Ward: They tested this model in Arizona and California, and it performed well. Florida is their fastest-growing state, so they expanded here.

Once we got to know their leadership and how they operate, it was a strong cultural fit. From the store level to the executive team, it aligned with how we think about the business.

Dave Ward: They’ll be owned and operated by Buddy Brew. The drink program will be identical to what we do today. The spaces are smaller, so the food offering will be slightly reduced, but still strong.

Susan Ward: We worked closely with their architects and design teams to make sure it looks and feels like a Buddy Brew. Even inside a grocery store, we wanted it to feel consistent with our brand.

Dave Ward: It starts with quality. Specialty coffee is the top 5% of coffee in the world. We source from an even smaller group, roughly the top 2%.

Coffee is graded on a 100-point scale, and anything above 80 qualifies as specialty. We typically buy coffee that scores 85 or higher. That’s how we compete.

Susan Ward: “Brew good” is what we do. “Do good” is why we do it.

Globally, we build relationships with farmers and pay for quality so they can earn a living. Coffee is grown in some of the most economically challenged regions in the world.

Locally, it shows up in our cafes. Those spaces are about hospitality and connection.

“It’s about a cup of coffee, but it’s about so much more than a cup of coffee,” she said. “It’s about sharing joy, inspiring hope. It’s how we interact with our customers and see people as people.”

Dave Ward: We said yes to every opportunity, even when we had no idea how we were going to do it.

That served us well early and forced us to figure things out fast. Over time, we’ve had to become more strategic about what we say yes to.

Susan Ward: Early on, that mindset helped us grow. Now we evaluate opportunities more carefully, but that willingness to step into the unknown is still part of who we are.

Dave Ward: We had never done a pop-up before. Then we’re running one for Google’s World Media Center and another for MSNBC’s “Morning Joe.”

We went from one espresso machine to three overnight. We doubled staff and had to figure out logistics like milk delivery, equipment and security access on the fly.

We served more than 5,000 people in three and a half days at the Google site alone.

Susan Ward: We didn’t know how we were going to do it, but we made it work. That experience reinforced the idea that saying yes, even before you have the answer, can move you forward.

Dave Ward: At first, I thought it was a wholesale relationship. Then Blake and Allison Casper brought us into the space and said, “We’re not asking for your coffee. We’re asking for you.”

That changed everything. We had about 10 employees at the time. Suddenly we’re operating inside a high-volume restaurant.

Susan Ward: The challenge was operational. We were making specialty drinks, but they had to move through a full-service restaurant. Timing, communication and coordination became critical.

Dave Ward: We created “Operation Love.” We paired our team with theirs so they could learn each other’s roles.

“Our team was now working with 100 friends rather than people just screaming at them to get drinks out,” he said.

Dave Ward: Love is our strategy.

Love the product. Respect the work that goes into it from the farm to the cup. Then make a drink that’s worthy of that effort.

Love the people. Love our vendors. Love our customers. Love each other.

Dave Ward: We’re more disciplined. Early on, saying yes helped us grow. Now we look at whether an opportunity fits our brand, our team and our long-term strategy.

We still move fast, but we’re more intentional about it.

Susan Ward: It’s still about quality and people. That hasn’t changed.

We started with a passion for coffee, but we built a business around relationships. That includes farmers, our team and our customers.

Dave Ward: The difference now is structure. We’re more disciplined in how we grow. But the core idea is the same.

Say yes when it matters. Do the work. Take care of people.