Chip Skinner is a Florida businessman, consultant, and community leader with a career built on resilience and adaptability. He is the President of Skinner Bros. Realty, a family-owned real estate company in Jacksonville. He also serves as a Governor-appointed board director for the Gainesville Regional Utilities Authority, where he helps oversee budgets, rates, and long-term projects.
Skinner’s path began in a family of entrepreneurs. His parents founded Twistee Treat Corporation in the Florida Keys, and he grew up moving between Chicago, Kentucky, Cape Coral, and Islamorada. Money was tight, but he learned early the value of hard work and resourcefulness. He became one of the youngest to pass the U.S. Coast Guard Auxiliary tests in Keys history.
He studied at the University of Florida, earning a Bachelor of Arts in English with a minor in Secondary Education in 1992. His career has included roles in sales, marketing, copywriting, fundraising, and consulting. Along the way, he developed a reputation for being honest, trustworthy, and able to communicate across different audiences.
Outside of business, Skinner is deeply involved in youth sports. He co-founded Gainesville Area Lacrosse, Inc. (GALAXI) in 2014, a nonprofit program that has helped grow the game in North Florida. He has coached middle school, junior varsity, and varsity high school lacrosse teams, focusing on mentorship and personal growth.
Today, Chip Skinner balances business, public service, and family. He credits his success to persistence, adaptability, and the drive to deliver more than expected in every role he takes on.
A Conversation on Success with Chip Skinner
Chip Skinner has worn many hats: businessman, consultant, nonprofit founder, coach, and now a Governor-appointed board director for Gainesville Regional Utilities Authority. His story is marked by setbacks and reinventions, but also by persistence and growth. In this Q&A, he shares what success means to him and the lessons he’s carried along the way.
What did success look like for you when you were young?
Growing up, we didn’t have a lot of money. I missed things like school field trips because the cost was too high. But I didn’t notice it too much because my parents supported my hobbies. I was always on the water, playing basketball, or reading comics. At that age, success was being able to do what I loved.
When my family started Twistee Treat in the Keys, I got to see entrepreneurship firsthand. I didn’t think of it as “success” then, but watching something small turn into a public company taught me how much persistence matters.
What role did education play in your success?
I went to the University of Florida and earned a degree in English with a minor in Secondary Education. At first glance, it doesn’t sound like the most direct path to business. But studying English taught me how to communicate with people. That’s been my biggest strength—being able to explain things in a way that makes sense to different audiences.
When I later worked in public relations and consulting, those skills mattered more than any technical knowledge. You can learn systems and processes, but if you can’t explain them, you won’t succeed.
You’ve mentioned rejection being difficult. How did you learn to deal with it?
Rejection was always tough for me. Early in my career, I worked in sales and fundraising. You hear “no” a lot in those fields. At first, I took it personally. Over time, I realized rejection is just information. If someone says no, you ask more questions. Why wasn’t the timing right? Was the pitch clear? Did they need something different?
I started treating “no” as the start of a conversation instead of the end. That shift made a huge difference.
Can you share a moment where you felt you failed, but learned something important?
My first on-air interview comes to mind. I was working as a consultant for the Florida Department of Transportation. The lights were on, I delivered the talking points, and then I thought it was over. I didn’t realize the mic was still live. I gave a casual answer about what happens when a car hits a dip at high speeds, comparing it to the feeling of going airborne.
That comment stuck with me. It wasn’t technically wrong, but it wasn’t professional. I learned right then that you should always assume the mic is on until you’ve walked out the door. It’s shaped how I prepare for every public interaction since.
How do you balance competing priorities in business and life?
I use a system I call urgent, semi-urgent, normal, and WIGI—When I Get to It. It helps me put things in perspective. Not everything can be solved today, and if you try to do it all at once, you’ll fail at everything.
I also learned to under-promise and over-deliver. That’s not just a saying. If I tell someone I’ll have something done by Friday, I aim to hand it in on Wednesday. It builds trust, and trust is what keeps businesses and teams moving.
How has coaching lacrosse shaped your view of success?
Coaching has probably taught me more about success than business ever did. You see kids come in who can barely hold a stick, and by the end of the season, they’re leading the team. Those small transformations remind me that success is a process, not a single moment.
With Gainesville Area Lacrosse, and now coaching at Eastside High, I’ve seen players who had no confidence in themselves grow into leaders. That’s the kind of success that lasts. It’s not about the scoreboard—it’s about the growth you see in others.
Has your definition of success changed over time?
Definitely. In my twenties, success was about moving up, making more money, and proving myself. Now, it’s about balance. I have four kids and a granddaughter, and they are my anchor. My father was a work-a-holic and somewhat distant. I’ve made it a goal to be present.
These days, I measure success by the happiness of my clients, the progress of the athletes I coach, and the stability of my family. If those things are in place, I feel like I’m doing well.
What advice would you give someone struggling to define their own success?
Don’t chase someone else’s version of it. Success is not a title or a salary—it’s how you feel about the work you’re doing and the people you’re impacting. Pay attention to what motivates you. For me, it’s mentoring, building trust, and delivering more than people expect.
Also, expect to fail. Expect to hear no. Expect setbacks. The real test is what you do next.