February 2026 Latoya Hinson
- Help us inform, inspire, and motivate the next generation of workforce talent by sharing your education and professional background.
I am a first-generation college graduate, and that experience shaped how I approached my career from the very beginning. I earned my Bachelor of Science (BS) in Business Management from Florida State University and hold a Master of Business Administration (MBA) with a concentration in Project Management from DeVry University. My education strengthened my foundation in strategic thinking, an understanding of how business is foundational to every industry, and organizational structure — tools that continue to guide my work in the energy industry today.
Entering corporate America without a roadmap required intentionality. I did not always have direct access to guidance or examples of what leadership looked like, so I sought it out — through reading, researching, pursuing internships, asking questions, and building relationships with mentors who were willing to invest in my development.
One of the most formative experiences in my early professional journey was participating in INROADS, a national leadership development and internship program dedicated to preparing diverse talent for success in corporate America. While INROADS serves multiple industries, it partners with organizations across sectors — including major energy companies and utilities such as NextEra Energy, Southern Company, and Georgia Power. The program strengthened my professional foundation, expanded my exposure to corporate environments, and prepared me to navigate complex organizations with confidence and discipline.
My energy industry career began with NextEra Energy, Inc., one of the largest electric power and energy infrastructure companies in North America. Within the NextEra Energy enterprise, I worked with both NextEra Energy Resources — one of the world’s largest generators of renewable energy from wind and solar — and Florida Power & Light Company (FPL), the largest regulated electric utility in the United States. Serving within both the competitive renewable development arm and the regulated utility subsidiary provided comprehensive exposure to large-scale infrastructure operations, renewable integration, customer-focused service delivery, and the regulatory frameworks that guide the energy industry. That experience shaped my understanding of how innovation, reliability, and policy intersect across the broader energy ecosystem.
Throughout my career, I have often been the only woman in the room, the only African American, or sometimes both. Being “the first” in certain spaces carries responsibility, but it has also given me the opportunity to help expand what leadership looks like within the energy industry. Excellence, preparation, and consistency became my foundation.
Another pillar of my professional development has been my involvement with African American & Blacks in Energy (AABE). I joined the Florida chapter during my time with NextEra Energy and remain a member today. AABE’s mission is to provide direct input into the deliberations and development of energy policies, regulations, emerging technologies, and environmental issues. Through AABE, I gained a broader understanding of how energy policy, innovation, and infrastructure are shaped not just locally, but across the country. I have also had opportunities to hear from energy leaders with diverse cultures and backgrounds who are driving the industry, reinforcing that our industry operates as a national ecosystem.
I am also a member of the Women’s Energy Network (WEN), Florida Chapter — an organization dedicated to advancing women across all sectors of the energy industry through networking, professional development, and community outreach. Through WEN and participation in statewide leadership forums and conferences, I have seen firsthand how intentional collaboration and representation strengthen Florida’s energy workforce and contribute to the continued growth of our state’s economy.
Today, as a District Growth Manager with Leidos, I lead strategic growth initiatives across Florida, partnering with investor-owned and municipal utilities to connect them with engineering expertise that supports infrastructure modernization, resilience planning, and long-term system reliability. My education, professional experiences, and commitment to continuous learning have shaped a career focused on impact, representation, and advancing reliable, resilient, and innovative energy solutions.
2. Your energy career is diverse in community engagement, business development, and sustainability. What has been the most fulfilling part of your work in energy and what keeps you motivated each day?
What I find most fulfilling about working in the energy industry is understanding that the work we do impacts nearly every aspect of daily life — often in ways people don’t immediately see. Energy supports our homes, hospitals, schools, transportation systems, digital infrastructure, and local economies. Knowing that the strategies we help shape and the solutions we help deliver contribute to reliability, resilience, and long-term sustainability gives the work deeper meaning.
Throughout my time with NextEra Energy Resources, Florida Power & Light, and now in my current role at Leidos, I have worked closely with municipal utilities that are deeply rooted in their communities. That experience gave me a firsthand view of how energy decisions affect local economies and quality of life. I have seen farmland restored and repurposed through renewable development, revenue streams reinvested into communities, and public forums where residents voiced what they believed was best for their neighborhoods. I have also witnessed the care local commissioners, council members, and school superintendents take when making decisions that shape their communities’ futures.
Energy may be infrastructure-driven, but it is ultimately people-centered. One of the most rewarding aspects of my career has been the relationships I’ve built along the way. Time spent with customers and colleagues is a meaningful part of our daily interactions. The trust built through collaboration and shared goals often extends well beyond a single project, and those long-term connections are something I value deeply.
I am also deeply interested in and fascinated by how Artificial Intelligence (AI) is transforming the energy industry. From predictive maintenance and grid optimization to data-driven capital planning, AI is reshaping how utilities operate, invest, and serve their customers.
Energy is not just about generating power; it is about sustaining communities and supporting the systems that allow them to thrive. Knowing that the work we do contributes to stability and long-term growth across Florida and beyond continues to motivate me.
3. In your role with Leidos, you work with both investor-owned and municipal energy utilities. What are the commonalities and how does your work differ between the two?
At their foundation, both investor-owned utilities (IOUs) and municipal utilities share the same mission: delivering safe, reliable, and affordable power to the communities they serve. Both are navigating industry-wide priorities such as infrastructure modernization, grid resilience, storm restoration, renewable integration, cybersecurity, and balancing affordability with long-term capital investment.
Where the distinction becomes more visible is in governance structure and decision-making dynamics.
Municipal utilities operate as public entities, and that transparency provides meaningful visibility into how decisions are shaped. Capital plans, procurement processes, public meetings, and local council discussions are often accessible, offering insight into funding cycles, community priorities, and long-term infrastructure goals. Budget cycles in the public sector are frequently tied to specific fiscal timelines, and leadership representation changes with elected terms. As a result, stakeholder engagement and timing can be closely connected to the public governance process.
Investor-owned utilities (IOUs) operate within regulated corporate structures and, in some cases, are publicly traded, meaning they are accountable to shareholders while also operating under regulatory oversight. They often serve larger territories and customer bases, supported by dedicated departments and enterprise-scale resources. Their scale can allow for significant investment in research, technology, and system modernization initiatives that help advance innovation across the industry.
Leadership structures may be more consistent over longer periods, and strategic planning typically spans multi-year capital programs aligned with regulatory filings and oversight from Public Utility Commissions, which serve as an important check and balance to ensure community interests are represented.
In practice, both models require adaptability. With municipal utilities, coordination often involves close alignment with local leadership and publicly discussed priorities, while being mindful of fiscal calendars and governance timelines. With IOUs, conversations tend to focus on regulatory alignment, capital planning cycles, and coordination across larger organizational structures. At the same time, both municipal utilities and IOUs face urgent operational needs — whether driven by storm events, infrastructure reliability concerns, or evolving customer expectations. Balancing immediate priorities with long-term strategy is essential in both environments.
Understanding how each model operates allows me to tailor my approach in a way that reflects organizational structure, regulatory environment, and the communities they ultimately serve.
4. Do you believe in 2026 we are in a time when there are more opportunities for women in energy to succeed and have a long career in energy?
Yes, I do. The need for talent — and the retention of that talent — is a top priority for the energy industry. Organizations are looking for leaders who know how to drive growth and who bring technical capability and strategic thinking to the table. Women are doing exactly that. The excellence they bring — through education, skillset, experience, and perspective — is rising to meet this moment.
There are more women in meaningful leadership roles today — not as exceptions, but as contributors driving real outcomes. They are leading capital programs, overseeing operations, shaping regulatory direction, and influencing growth strategy. That shift reflects what we see happening across the industry.
Advancement does not come with a guaranteed experience — good or bad. It depends on environment, culture, preparation, and leadership. I have great respect for the women who have navigated leadership at the highest levels.
To any woman considering energy: there is space for you here — energy is essential and evolving every day.
5. What advice would you give a 3rd year college student looking for a career in energy?
Start getting real experience around your junior year. Intern. Shadow professionals. Attend conferences. Sit in rooms where decisions are being made, even if you’re just observing. Exposure matters.
Enjoy college, too. It’s a season you won’t get back. But be intentional about preparing for what comes next.
Take a business etiquette class. Refine your communication and speaking skills. There are apps now that can help you practice, but nothing replaces learning how to confidently conduct yourself in a business dinner with decision-makers and subject matter experts. That’s not easy — and it matters. First impressions matter. Even understanding what colors complement you can boost your confidence in professional settings.
And yes, let’s talk about money. Compensation is real. It’s important. But don’t chase it blindly. Social media can make it seem like income is the only measure of success. What fulfills you isn’t always tied to the highest salary. Pay attention to environments where you felt great — and where you didn’t. Notice what catches your attention and keeps you motivated. What were you willing to stay late working on because you genuinely enjoyed it? That tells you something.
The energy industry needs talent across disciplines — technical, operational, financial, and strategic. Your skills are needed. Be strategic. Build your reputation early. And remember that growth doesn’t always look glamorous. Sometimes it’s just showing up prepared and doing your best.
Seek what fulfills you. Is it solving problems? Is it logistics? Are you great at formulas? Do you love working with people? Do you enjoy the law? When you stop and smile at the thing you’re good at — the one that makes you feel happy — that’s it. That’s your thing, and you can apply it to the energy industry.
So learn the business. Master your craft. Your contribution is needed. You are worthy and you can do it.
And even if your plans don’t unfold the way you expected, you can always try again.