Monique Ellsworth

Chief Executive Officer, Second Harvest of the Big Bend

Monique Ellsworth serves as chief executive officer of Second Harvest of the Big Bend, leading regional hunger-relief efforts across North Florida with a focus on access, dignity, and long-term community well-being. Under her leadership, the organization navigated the heightened demands of the pandemic, expanding emergency food assistance while developing sustainable systems to support families beyond crisis response. Ellsworth’s leadership is shaped by collaboration, humility, and a deep belief in the power of strong teams. She is committed to building compassionate, resilient communities—and to ensuring that no neighbor faces hunger alone. When she is not working, Monique finds balance and renewal outdoors, especially through hiking, kayaking, and time on the water.

Describe a defining moment or achievement in your career.

Leading a food bank through the pandemic was both the most defining and humbling experience of my career. Overnight, the scale and urgency of hunger changed, and our team had to reinvent how we served our community while keeping everyone safe. It tested every part of my leadership—strategy, resilience, and compassion—and solidified my belief that strong teams and clear purpose can overcome any challenge.

How do you define success?

Success, to me, isn’t about titles or milestones—it’s about impact. It’s seeing a team thrive, a community strengthened, and knowing that your work has made life a little more stable or hopeful for someone else. Success is progress, not perfection.

What motivates you? 

I’m deeply motivated by the belief that no one should go hungry. Every day, I see the direct link between our work and a family’s ability to get through another week. That sense of purpose—knowing the food we distribute represents dignity and hope—keeps me going even on the hardest days.

Tell us about a time when you were met with a crossroads decision. How did you face that? 

After COVID, I had to make one of the hardest decisions of my career—to right-size our organization. We had grown rapidly during the crisis to meet unprecedented community needs, and once the immediate emergency ended, we simply couldn’t sustain that same scale. It meant laying off many hardworking, dedicated people—people who had given so much of themselves to help others. Walking through that process broke my heart, but it also taught me a great deal about leadership, stewardship, and humility. I’m grateful that I’ve been able to hire back some of those incredible individuals and that others still choose to volunteer with us when they can. It reminded me that leading well sometimes means making decisions that protect the long-term health of the mission, even when they come at a personal cost.

Who has served as a mentor or inspiration to you in your career journey, and how did they impact your path? 

I’ve learned from so many remarkable people, but what I value most is surrounding myself with people I respect and admire. I intentionally hire and work alongside individuals who challenge me to think differently and lead better. I believe mentorship doesn’t just flow downward; it happens in every direction when you’re open to learning from others.

What changes do you hope to see in your community over the coming years? 

I hope to see our community find ways to heal from compassion fatigue. We’re constantly inundated with stories of crisis—global, national, and local—and it can be overwhelming. I want to see a culture that prioritizes restoration and reflection, where people have the space to process and still choose to care deeply.

What advice do you have for young women pursuing their careers? 

Don’t wait until you feel ready—start before you do. Trust your instincts, speak your truth with kindness, and know that confidence is something you build, not something you’re given. Surround yourself with people who challenge and celebrate you in equal measure, and never underestimate the strength that comes from empathy.