After a decorated career in the military and law, President Tommy Gregory has taken on his most complex and meaningful mission yet: leading the State College of Florida, Manatee-Sarasota. His approach is a unique blend of battlefield discipline, courtroom logic, and a profound commitment to the community he now serves.
There is a certain kind of person who is drawn not to the path of least resistance, but to its opposite. They are compelled by the allure of a difficult problem, the kind of intricate, high-stakes challenge that demands not just intellect, but resilience and an unwavering sense of purpose. Tommy Gregory is one of these people. His career has been a deliberate progression of seeking out such challenges. As a young man in the military, he was advised to pursue the tough, complex assignments, and that advice became the guiding principle of his professional life.
He applied this principle as an officer in the United States Air Force, where he defended national security interests. He put it into practice as a trial lawyer, advocating for clients in high-stakes legal environments, handling everything from prosecution to complex commercial litigation. He also applied it in his role as a legislator. Although the missions in each arena were different, the underlying drive remained consistent: to engage in meaningful work where dedication and discipline could yield tangible, impactful results.
Now, Gregory has taken on a new mission, one that brings him from the courtroom and the statehouse to the campus green. As the new President of the State College of Florida, Manatee-Sarasota (SCF), he has found what he describes as a new kind of fulfillment. The fundamental drive remains unchanged. “Whether serving a country, a client, or a community, I’ve always been drawn to roles where hard work leads to meaningful results and personal satisfaction” he says. At SCF, that meaningful result is the success of his students and the prosperity of his community.
A Pillar of the Community
To understand President Gregory’s new mission is to understand the institution he now leads. The State College of Florida, Manatee-Sarasota is not a newcomer to the region; it is its longest-standing educational institution. Founded in 1957, with its first class graduating in 1959, SCF has spent over six decades weaving itself into the fabric of the community. It has grown from a small junior college into a vital hub for higher education, a place that proudly calls itself “Everyone’s College.”
The scale of its impact is significant. The college serves over 10,000 college-credit students annually, offering in-person courses across its campuses in Bradenton, Lakewood Ranch, and Venice, alongside a robust selection of online programs. Its academic offerings are broad and designed to meet the diverse needs of its student body, with rigorous programs in Arts & Humanities, Business, STEM, and Health Care. In addition to its associate degrees, SCF offers several bachelor’s degrees in high-demand fields like nursing and public safety, as well as a variety of workforce certificates that equip students with the technical skills needed to enter the workforce quickly.
Beyond its traditional credit programs, SCF provides professional development and personal enrichment programs to more than 11,000 individuals each year. Since its founding, the college has graduated over 63,000 students, a testament to its enduring role as a primary engine for workforce development and community growth in the region. President Gregory has inherited not just a college, but a legacy of public service.
The Immediate Mission: Building and Funding the Future
Upon taking the helm, President Gregory identified two immediate and critical priorities that reflect his pragmatic, action-oriented leadership style. The first is the completion of the transformational Parrish campus project. Located in one of the fastest-growing areas in the country, the new campus is a direct response to the increasing demand for higher education in the region. The mission is clear and time-sensitive. “Our goal is to secure final state funding and complete private fundraising to break ground before Thanksgiving this year (2025), aiming to open in 2027,” he says. It is a project that represents the physical expansion of SCF’s commitment to meeting the community where it is.
The second priority is more complex and speaks to the financial realities of public education. President Gregory is focused on addressing SCF’s recurring operational funding. “While capital investments like the Parrish campus are well-supported,” he explains, “our ongoing funding remains insufficient, affecting course availability and employee compensation.” This is the classic challenge of any large organization: it is often easier to find money to build something new than to find the resources to maintain and improve what you already have. For Gregory, ensuring fair and adequate operational funding is essential for investing in his people—the faculty and staff—and for allowing SCF to continue meeting the evolving needs of its community effectively.
His long-term strategic vision is just as clear and focused. It is centered on two key goals: increasing graduation rates and accelerating the time-to-degree. The objective is to help every student complete their degree and to help them do so within three years. Progress toward these goals will be measured meticulously through graduation and retention rates, employment outcomes, and student engagement. To achieve this, President Gregory is already implementing data-driven strategies. He is working with experts like Dr. Tylisha Johnson and Dr. Ryan Hale to develop a comprehensive plan that leverages AI and data analytics to study successful models from other institutions and tailor their best practices to SCF’s unique student population. The strategy involves offering personalized advising, early interventions for at-risk students, flexible scheduling, and career-readiness programs developed in close partnership with local employers to provide internships and real-world learning opportunities.
The Philosophy of Command and Collaboration
President Gregory’s approach to leadership is deeply informed by his past experiences, particularly his time in the military. His decision-making philosophy centers on a principle he describes as “delegating authority while retaining responsibility.” He believes in empowering individuals at all levels of the organization to make decisions, a practice that removes bureaucracy and encourages innovation. “While I trust my team, I remain accountable for the overall success of the College,” he says.
This approach fosters a dynamic, solution-driven organization. He uses cross-functional teams to tackle specific operational challenges. He offers a recent example: a team was assembled to streamline the cumbersome travel voucher process. They were empowered to find a solution, and their work significantly boosted operational speed. This is his philosophy in action: breaking down large strategic goals into actionable steps and empowering his staff to implement immediate, impactful changes.
His career has also taught him valuable lessons about navigating adversity. “One of the consistent challenges throughout my career has been dealing with difficult people, whether as a young officer, trial lawyer, or legislator,” Gregory admits. From this, he learned one of his most enduring lessons: “Leaders don’t get to choose their problems.” We cannot control the challenges that arise, he explains, but we can always control how we respond. For him, resilience, patience, and adaptability are the key tools for overcoming any obstacle.
He carries this same philosophy into his personal life. He confesses that achieving work-life balance was a challenge early in his career, where the mission was always the primary focus. Over time, with the support of his wife and mentors, he learned the importance of balance. Now, he prioritizes family time and fitness in the mornings before his workday begins. He makes a point to take his vacation time and actively encourages his team to do the same, fostering a culture where well-being is valued. Outside of work, he is a passionate scuba diver, a hobby he has enjoyed for over 30 years, and an avid hunter, especially in the mountains. These activities, he says, are what help him recharge and maintain a healthy balance.
The Ultimate Measure of Success
When asked about his proudest career accomplishments, Gregory speaks of his graduation from the United States Air Force Academy, an institution that shaped him academically, physically, and as a leader. He speaks of the pride he felt leading legal teams in the military. But when he speaks of his time at SCF, his tone shifts.
“My time at State College of Florida has brought me unparalleled pride,” he says. “Watching our students walk across the graduation stage, celebrating their joy and success, is truly fulfilling. Those moments of seeing others achieve their dreams, knowing I played a part in it, are the most rewarding of my career.” This is the human core of his mission, the profound satisfaction that comes from empowering others to succeed.
He is guided by two personal mantras that encapsulate his leadership philosophy. The first comes from a Vietnam veteran who, despite suffering severe injuries, lived by the acronym P.R.I.D.E. – Personal Responsibility In Daily Effort. For Gregory, this means taking ownership of one’s actions, performance, and happiness. “We can’t always control circumstances, but we always control our response,” he says.
The second mantra is simple and direct: “Keep Attacking.” It is a mindset of relentless forward momentum. “Every day is an opportunity to push forward,” he explains. “Whether you succeed or face setbacks, keep moving forward with relentless effort. Success isn’t about avoiding failure; it’s about rising every time you fall.”
This is the philosophy that President Tommy Gregory brings to the State College of Florida. It is a unique combination of a soldier’s discipline, a lawyer’s logic, and an educator’s heart. His mission at SCF is the culmination of a life spent in service to larger causes. Now, he is applying his considerable experience to the vital work of leading a community institution, ensuring that every student who walks onto its campuses has the opportunity to build a better future for themselves, their families, and the region they call home.
Quotes
“Leaders don’t get to choose their problems.”
“Every day is an opportunity to push forward. Whether you succeed or face setbacks, keep moving forward with relentless effort.”
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