2017 Celebrating Continued Success in Baton Rouge, Louisiana

SPECIAL ADVERTISING SECTION

Success

CELEBRATING CONTINUED AS BUSINESS REPORT looked back on 35 years, we realized we are surrounded by businesses and organizations that also have milestones to celebrate and insights to share. They have been part of the fabric of Baton Rouge for a few years, a few decades or even a century or more. This special advertising section celebrates the continued success of the organizations, small and large, that make the Capital Region a great place to live, work and thrive. Thanks for all you do!

F E AT U R I N G ServePro® of East Baton Rouge & Ascension Parish

Dr. Craig Greene Orthopaedic Surgeon

Engel & Völkers Baton Rouge

Cornerstone Government Affairs, Inc.

HitLights The Hospice of Baton Rouge Guaranty Corporation Postlethwaite & Netterville (P&N) Fireside Antiques EcoLite LED IEM Ryson Roofing, LLC Geo Heat Exchangers The NeuroMedical Center Clinic

Olinde Hardware & Supply Co., LLC Acadian Home Theater & Automation Turner Industries Group, LLC Benny’s Car Wash Edgen Murray Louisiana Farm Bureau Mutual Insurance Company IberiaBank The Design Studio

Team Automotive Group Louisiana Department of Insurance Kleinpeter Farms Dairy Williamsburg Senior Living Community Baton Rouge Coca-Cola Bottling Company Immense Networks Assurance Financial The Dunham School UnitedHealthcare Community Plan of Louisiana LWCC Emergent Method

Baton Rouge Physical Therapy – LAKE

Providence

Cox Communications

Mary Bird Perkins – Our Lady of the Lake Cancer Center

Sparkhound

Lincoln Builders, Inc.

The Lemoine Company

Louisiana Farm Bureau Federation

Stone + Cloth

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SERVPRO® OF EAST BATON ROUGE & ASCENSION PARISH – ESTABLISHED 1997 –

TOP EXECUTIVE: Darren Burychka NO. OF EMPLOYEES: 20-25 PHONE: 225.753.3434 WEBSITE: servproeastbatonrougela.com EMAIL: office@servproofebr.com

A COMPELLING NEED for a restoration company that could help those affected by hurricanes and tornadoes led to the start of a local SERVPRO franchise.

SERVPRO of East Baton Rouge and Ascension Parish, in business since 1997, provides water mitigation and restoration, fire mitigation and restoration, mold remediation, duct cleaning, carpet cleaning, post-construction cleaning, storm damage restoration, emergency services, restoration and reconstruction services.

When selecting a franchise, finding a trusted and long-standing company with a good track record that would be passed down to future generations was of utmost importance. SERVPRO met or exceeded all of these qualifications.

This summer, SERVPRO of East Baton Rouge and Ascension Parish earned its 20-year service award at the company’s national convention.

To what do you attribute your success?

We attribute our success to a strong

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team of dedicated employees who all have a common vision. This vision is committed to providing great customer service and a timely response. We pride our teams on being ready for any size disaster 24 hours a day, seven days a week.

What challenges has the business faced over the years, and how did you handle/overcome them?

Our state has experienced many

major hurricanes in recent years, including Katrina, Gustav and Rita. In August 2016, many parishes endured the worst flooding of our lifetime. This presented us with a challenge to serve our city during its greatest time of need. Working and serving our city, while our team and loved ones were also affected, showed the true vision and strength of our local franchise. We were able to bring in more than 100 franchises to assist with recovery efforts

that exceeded 5,000 calls from residential and commercial customers.

Do you have any advice for other business owners on how to build and maintain a successful business?

Your business success lies with your most critical team members and managers. It is directly related to the internal culture that you establish. It is important to keep a positive attitude and regularly praise those who exceed expectations.

What are you most excited about for your business in the future?

We are excited about our continued growth and the start of commercial and reconstruction services. We are confident that continuing to build on our strong foundation will take us to the next level.

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Back row, L to R: Miriam del Rio, Susanne Fos, Phil Foster, Renee Bachaleda.

Front row: Christi Adams, Martha Wells, Jerry del Rio, Amanda Parfait and Lisa DeLaune.

Not pictured: Robert Lynch, Beverly Pittman and Tracie Clark.

ENGEL & VÖLKERS BATON ROUGE – ESTABLISHED 2016 –

TOP EXECUTIVE: Jerry del Rio, broker/owner NO. OF EMPLOYEES: 13 PHONE: 225.218.0888 WEBSITE: batonrouge.evusa.com EMAIL: jerry@jerrydelrio.com

AFTER MORE THAN a decade of working under other brokers, real estate veteran Jerry del Rio established her own firm, Jerry del Rio Real Estate Inc., in 2001 and continued to be a multimillion-dollar producer. When she opened Jerry del Rio Real Estate Inc., del Rio was looking for more independence when working with clients, as well as the freedom to make her own decisions when conducting business.

Fifteen years later, del Rio opted to become a licensed partner with Engel & Völkers, an exclusive international real estate company. A desire to gain more exposure for herself and her agents was the impetus for combining her local real estate expertise with a global real estate brand.

“At Engel & Völkers Baton Rouge, our team always represents exceptional properties and people,” del Rio says.

“We provide excellent customer service, along with supreme knowledge of the local Baton Rouge and surrounding

area real estate market for both residential and commercial clients.”

To what do you attribute your success?

I love doing what I do and truly love interacting with people.

What values or principles guide your business?

It’s important to have excellent customer service and a good reputation.

Work hard and always put the client’s needs first—do what is in the best interest of the clients.

What challenges has the business faced over the years, and how did you handle/overcome them?

Adapting to a fluctuating market and changes in communications with clients through technology.

Do you have any advice for other business owners on how to build and maintain a successful business?

Treat your business as a full-time professional service.

How has your business or industry changed over the years?

Technology has changed the way we all conduct business. Although technology can be a timesaver, I really miss not having as much personal interaction with my clients and other agents.

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Front Row: Jane Zhong, Lesa Poche, Jean Tokarz, and Amber Mao Middle Row: Donny Walton, Dylan Wilbur, Germaine Franklin, Bob Livingston, Jason Ruiz Back Row: Jake Fontenot, Mika Torkkola, Rob Rakoczy

HITLIGHTS – ESTABLISHED 2010 –

TOP EXECUTIVES: Bin Yu, CEO & Founder; Jason Ruiz, Director of Operations; and Donny Walton, Sales & Marketing Director NO. OF EMPLOYEES: 13 PHONE: 1.855.768.4135 WEBSITE: hitlights.com EMAIL: customerservice@hitlights.com

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WITH A PASSION for energy efficiency, HitLights’ founder and CEO Bin Yu decided to go into the LED lighting business after touring the Consumer Electronics Show in Las Vegas in 2010.

As a recent LSU graduate, he had experienced a difficult time finding a job during the economic recession and made the bold decision to create his own company. HitLights now provides LED lighting solutions, focusing on the exhibit and trade show industry, general electrical contractors and the gaming manufacture industry. We asked Yu to share his business insights.

What challenges has the business faced over the years and how did you handle/overcome them?

It cost me a small fortune to buy my partner out in 2014. We were heading in different directions. Then, it took me two years to rebuild a leadership team and rediscover our core values. Also, 2014 is the year LED lighting exploded in the United States, so lots of new competitors arrived. We discontinued 30% of SKUs and focused on linear LED lighting applications, including LED strip lights and LED bars. This was the best decision we have ever made.

Organization, YPO and Vistage. Always keep an eye open for the best talent.

To what do you attribute your success?

I won’t call us successful yet, but having a clear vision and mission, as well as putting the right people in the right seat has brought success to us.

Do you have any advice for other business owners on how to build and maintain a successful business?

Keep learning all your life, and find the right business coach for yourself.

Join peer-to-peer business groups and grow with them, like Entrepreneurs

What are you most excited about for your business in the future?

What I always enjoy is watching the business grow, which means growing your team. I feel fulfilled when I see our team members achieve personal growth.

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What is the biggest lesson you have learned in business?

Make the right decision for business, instead of an emotional decision.

How has your business or industry changed over the years?

Lighting is a big sector. Technically, everybody needs lights. We focus more on niche industries such as exhibitor booth builders, electrical contractors and the gaming industry.

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L to R: Catherine M. Schendel, CEO; Judy E. Day, President of the Board; Mary H. Maloney, Director of Nursing; Gerald M. Barber, M.D., Medical Director

THE HOSPICE OF BATON ROUGE – ESTABLISHED 1984 –

TOP EXECUTIVE: Catherine Schendel, CEO NO. OF EMPLOYEES: 95 PHONE: 225.767.4673 WEBSITE: hospicebr.org EMAIL: info@hospicebr.org

THE HOSPICE OF Baton Rouge is the oldest and only nonprofit hospice program in East Baton Rouge Parish. It provides end-of-life and palliative care to patients as well as support for their families. The end-of-life period is one that deserves dignity, reflected in the agency’s own history. In 1984, Don Berlin, Dr. David Lion and Dr. David Kahn laid the groundwork for what would become Hospice of Baton Rouge. Berlin and Lion had terminal cancer and wanted to die at home.

They worked with Kahn, their oncologist, to bring the hospice option to the community.

What services do you provide?

We provide a specialized approach to end-of-life and palliative care focusing on the physical, psychosocial, practical, emotional and spiritual needs of patients and their loved ones, regardless of a patient’s ability to pay.

years, our great care team and having the best employees and volunteers.

What values or principles guide your business?

Excellence, compassion, integrity, stewardship and teamwork.

What challenges has the business faced over the years and how did you overcome them?

With many large, for-profit hospice organizations moving into our city, it is more difficult for small, independent nonprofits to remain viable. However,

our mission-driven approach to providing quality care for our patients despite their ability to pay has allowed us to focus on their needs rather than the bottom line. This approach has set us apart from others.

What’s the best management or marketing advice that someone has offered you?

Be consistent.

Do you have any advice for other business owners on how to build and maintain a successful business?

Be prepared to make adjustments that keep up with industry shifts and changes, even if “it’s not the way we used to do things.”

What are you most excited about for your business in the future?

The future is trending to more palliative care-centered services, which we provide. The focus of palliative care is communicating with the individual’s doctor, providing pain/symptom management and assisting with advanced care planning. It will allow people to start getting the help they need much sooner than with just hospice care.

What is the biggest lesson you have learned in business?

A company’s good reputation is essential.

To what do you attribute your success?

The mission of the founding physicians, the vision of our leaders over the

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GUARANTY CORPORATION – ESTABLISHED 1926 –

TOP EXECUTIVES: Flynn D. Foster, Brian Rodriguez, Forrest Mills and Gordy Rush NO. OF EMPLOYEES: 74 PHONE: 225.388.9898 WEBSITE: guarantymedia.com; gatorworks.net EMAIL: Flynn@guarantymedia.com GUARANTY CORPORATION HAS been in business for 91 years, and the company is now growing well into the future with an expansion into digital media.

Guaranty’s roots go back to 1920, when George Foster Sr. started a property and casualty insurance company LaSalle Fire & Casualty. When Foster’s partner wanted out of the business, Foster was forced to sell. He returned to his hometown of Pollock, Louisiana, and began pulling together investors to start a life insurance company. In 1926, Guaranty Income Life Insurance Company opened on Third Street in Baton Rouge.

Today, Guaranty Corporation conducts business in radio broadcasting, digital marketing, digital advertising and branding the senior living facility

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market and commercial real estate.

Guaranty Media Ventures owns five radio stations: Eagle 98.1, 100.7 The Tiger, Talk 107.3 and 104.5/104.9 ESPN. Guaranty Media also has the radio flagship rights to LSU sports. The company recently expanded into digital media with the purchase of Gatorworks, a full-service digital media agency.

What challenges has the business faced over the years, and how did you handle/ overcome them?

The Great Depression, World War II, the Louisiana oil bust of the 1980s, the Great Recession. We have been fiscally conservative during the good times, saving for a rainy day.

How has your business or industry changed over the years?

Smart phones and TVs have given everyone instant access to entertainment and information. We now offer our programming via traditional broadcasting, Facebook, Twitter, streaming, Over The Top Television, website and more.

What are you most excited about for your business in the future?

Gatorworks brings a level of expertise in the digital media space we did not have. Not every business in Baton Rouge advertises on the radio, but nearly 100% have a digital media presence.

With the new TV/radio studio for 104.5 ESPN, our plans are similar to the national ESPN TV broadcast of its morning radio show Mike & Mike. We will produce a daily TV show of our

local radio shows—Off Off The Bench with Jordy Culotta and T-Bob Hebert, Sports Today with Charles Hanagriff and Jimmy Ott, and After Further Review with Matt Moscona. Other ESPN radio affiliates across the country have successfully copied the Mike & Mike model. Our success in doing live and local sports gives us confidence it will be a homerun for our listeners, viewers and clients.

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Dan Gardiner and William Balhoff

POSTLETHWAITE & NETTERVILLE (P&N) – ESTABLISHED 1949 –

TOP EXECUTIVES: William Balhoff, Managing Director and Chief Executive Officer; Dan Gardiner, Incoming Managing Director and Chief Executive Officer PHONE: 225.922.4600 WEBSITE: pncpa.com

POSTLETHWAITE AND NETTERVILLE has been in business for almost 70 years. It got its start in 1949, when Alexander Postlethwaite opened the accounting practice that would become P&N. The company has experienced change over the years, and took its current name in 1983 after Jake Netterville assumed the managing partner role from Mr. Postlethwaite. Along the way, P&N significantly expanded its non-traditional services and geographic footprint, diversifying across a wide range of consulting and technology solutions throughout the Gulf South and beyond.

What values or principles guide your business?

The principles that guide our firm’s culture and strategic direction form the acronym QUALITY, which is embedded

in • • • • • • •

everything we do: Quality United with the Community Accountability Lifelong Learning Integrity & Innovation Teamwork Your Coworkers

What challenges has the business faced over the years, and how did you handle/ overcome them?

Increased regulation and the evolution of technology are two challenges P&N has faced. We believe in participating at the time policies and standards are being set, rather than learning about changes after decisions are made. Our professionals have chaired technical issues committees, along with state and local committees, and

served on national standards boards.

We embrace technology as an opportunity for our company and our clients.

In fact, we have an entire business unit focused on solving client challenges, using technology as a tool.

What is the biggest lesson you have learned in business?

The old adage goes “If it ain’t broke, don’t fix it.” However, we say, “If it ain’t broke, break it!” P&N embraces change as an opportunity for the company and for clients. The organization will last longer than any one person, so we must continue to evolve.

How has your business or industry changed over the years?

Technology has changed the accounting industry significantly, and

although it is a challenge, it also helps drive us to be more analytical and continue to add value in our role as a trusted business advisor. As our clients have become more sophisticated and their needs have changed, we have developed a robust suite of services to support them.

What are you most excited about for your business in the future?

It’s exciting to see talented young professionals join our company, who are committed to the values on which we are founded, are innovative in approaching the ways we practice, and are continuing to help us create clearer paths for our clients and our firm.

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Carl Morgan, Laura Roland, Nancy (dog), Bernard Richardson, Dan Matson, Paul Hewitt, Marianne Cargo, Susan Roland

FIRESIDE ANTIQUES – ESTABLISHED 1982 –

TOP EXECUTIVES: Susan Roland, Laura Roland PHONE: 225.752.9565 WEBSITE: firesideantiques.com EMAIL: info@firesideantiques.com

FIRESIDE ANTIQUES BEGAN 35 years ago by accident, when mother-daughter pair Cheri McDaniel and Susan Roland set out for England in search of architectural elements for McDaniel’s home-building business and European antiques for Roland’s small interior design storefront. In the mid-1980s, there was a lack of resources for quality European antiques in the United States. After an overwhelming response from clients, Roland’s business grew into an 18,000-square-foot showroom providing antiques and design resources for clients across the country.

Five years into running the business, Roland became pregnant with quadruplets. Her mother shifted her career to running Fireside Antiques full-time, while Roland cared

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for her babies. Talent runs in the family, as Laura Roland—one of the quadruplets—grew up to join Fireside.

How did you expand from a local to national business?

In its first 10 years, Fireside primarily provided to Louisiana clients. In the 1990s, national advertising in publications such as Veranda, Southern Accents and Outdoor Boards broadened the customer base. Online business grew with an advanced website, digital advertising and social media. Laura Roland handles online marketing, and has built a strong presence for Fireside on 1st Dibs, DECASO, Instagram, Pinterest and Facebook.

What would someone find in your store?

Fireside provides European antiques in a range of prices and styles that are appropriate for both the everyday home and the finest of environments. We also design and make custom furniture using in-stock designs or customer specifications. We carry reproduction furniture and a wide variety of home accessories.

How do you stock your store?

Susan and Laura Roland travel three to four times a year to England, France or Italy to source antiques. They handselect every item. Upon delivery, each piece is carefully cleaned and restored by our knowledgeable experts. Each piece is photographed and added to the website, which is updated daily.

What advice would you give a new entrepreneur?

Take care of your employees.

Our Fireside family is just that: family. Prioritize customer service, and listen to your client’s needs. Keep honesty, passion and hard work at the forefront of your day. Know your product. Be willing to evolve. Laugh at yourself often; there will be many moments you need it. Find a good mentor. Join a business group. And always give back to the community.

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Bassett Furniture Exterior LED lighting provided locally by Ecolite LED L to R: Clint Casemore, Bryce Moreland, John Kelly, Adrienne Bolotte Thornton, Andrea LeBlanc Breaux, Troy LeBlanc

ECOLITE LED – ESTABLISHED 2015 –

TOP EXECUTIVES: John Kelly, CEO/Founder (Louisiana), and Adrienne Bolotte Thornton, Director of Operations (Louisiana) NO. OF EMPLOYEES: 6 PHONE: 1.844.LED.SWAP WEBSITE: ecoliteinternational.com EMAIL: info@ecoliteled.com

ECOLITE IS A full-service energy consulting and manufacturing company that provides LED products and installation services to domestic and international customers. The company supplies energy-efficient solutions that deliver great ROI. What services do you provide?

We provide all our clients with no-cost energy audits, LED retrofit solutions with no out-of-pocket costs, revolutionary LED products for commercial and industrial applications, and a standard 10-year non-prorated product and labor warranty.

To what do you attribute your success?

Simple! Every time we listen to and follow God’s directions, we are wildly successful.

What is the best management or marketing advice that someone has offered you?

The key to being successful in any business is recognizing who your competition is and differentiating yourself in a way that can’t be easily emulated.

It’s also important to surround yourself with people who are a lot smarter than you are.

What challenges has the business faced over the years and how did you handle or overcome them?

By far, our biggest challenge has been managing the rapid growth of 50-plus sales agents during our first year. Learning how to train agents from all over the country and abroad seemed like a daunting task, but weekly webinars with industry experts and individual training sessions have proven to be very effective.

Do you have any advice for other business owners on how to build and maintain a successful business?

Stay focused on your core business

model and don’t be tempted to venture off into other businesses you know nothing about. Reinvest your success into your employees, community and family and your business will grow exponentially.

What are you most excited about for your business in the future?

EcoLite recently partnered with one of the world’s largest institutional portfolio managers. We now have the ability to provide new energy-saving infrastructure for municipalities, state governments, universities and other public entities. This new proprietary program has billions of dollars set aside to replace old, inefficient infrastructure with no upfront capital outlay. EcoLite is a preferred provider of product and services throughout the U.S.

What values or principles guide your business?

We set positive expectations and we adopt a resilient attitude that can help transform difficult times into good.

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IEM

– ESTABLISHED 1985 – TOP EXECUTIVES: Madhu Beriwal, CEO and President; Ted Lemcke, Chief Operating Officer; Dan Michael, Chief Financial Officer; Don Renner, Vice President of National Security Solutions; Jon Mabry, Vice President of Disaster Recovery NO. OF EMPLOYEES: Over 300 PHONE: 800.977.8191 WEBSITE: iem.com EMAIL: iem@iem.com

BATON ROUGE-BASED IEM is working to revolutionize emergency preparedness by moving it from a subjective foundation to one based on science and objectivity. IEM was one of the first companies in the world to focus exclusively on emergency management. It was through previous work in hurricane preparedness and floodplain management that IEM President and CEO Madhu Beriwal saw that most emergency preparedness activities were focused on compliance with accepted standards based primarily on conventional wisdom. By using quantitative data, emergency managers and public officials can be more confident that response plans and strategies will work and that they will save more lives. The

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company was founded in 1985 and has grown to include office locations throughout the United States.

IEM offers services and solutions that strengthen homeland security and defense, counterterrorism, transportation safety and security, public health and public agency performance measures. Solutions include program management, exercises and training, modeling and simulation, IT services and support, software engineering, research and analysis and performance management.

What is the foundation of your work?

We know natural and man-made disasters can strike anytime and anywhere. At the core of IEM’s work is

helping customers prepare for, respond to, and recover from these disasters.

In the days, weeks, and months after disaster strikes, IEM works hard to turn adversity into stronger, more resilient communities prepared to meet the challenges of the 21st century. IEM employs a diverse group of professionals to meet these goals, who are the driving force behind our success in saving lives. As a pioneer of innovative strategies and technologies in the field of emergency management, disaster recovery, and defense, IEM is proud to be there for the residents of Baton Rouge and Louisiana when they need it most.

To what do you attribute your success?

We believe that success comes if you don’t give up. If you fail, pick yourself up, honestly and candidly appraise what you could have done to change the outcomes, and then try to do that next time. Life is a series of opportunities to learn, and eventually you will succeed.

What values or principles guide your business?

I started IEM because I believed, and still believe, that science, technology and data can produce much better outcomes in emergencies. IEM focuses on producing outcomes for all of our customers—the people we report to and their bosses, but most importantly the people at home, at their workplace,

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IEM gives lab coats as awards for innovative product teams. It is fun to come to work and see some of the people wearing their lab coats with the patches from various innovative projects.

Our mission is “Building a Safe, Secure, and Resilient World.” But our internal slogan is “I Think Therefore IEM.”

and on the battlefield. Our work is focused on keeping people safe, ensuring security and building resiliency.

What challenges has the business faced over the years and how did you handle/overcome them?

IEM is an international Homeland Security and Disaster Management company born in Baton Rouge, and created by a woman who came to the USA from Asia. Even though we were recognized by inWEM as the largest woman-owned disaster management company in the world, we still face hostility in some regions and markets. We continue to chip away at the issue with each success we accomplish.

Do you have any advice for other business owners on how to build and maintain a successful business?

Think big, and dream big—not in terms of financials, but in how you can change the world. Look at your successes and failures objectively, learn from both, and live to fight another day.

Conditions change, regulations change, technologies change—as long as you keep learning and evolving, you will succeed eventually. Don’t do anything or say anything that you would not

like to see in the newspapers tomorrow. Listen to the voice of those that are the final users of your services or products—make sure you make a difference for them.

How has your business or industry changed over the years?

Every major disaster or event has changed the disaster management industry—the Bhopal gas release, 9/11, the anthrax attacks, Hurricane Katrina, Deepwater Horizon, Hurricane Sandy.

It remains to be seen how the Great Floods of 2016, Hurricane Harvey and future disasters may change the industry. The disaster management industry has grown exponentially in the last 32 years of IEM’s existence. IEM also has had an important role, if not a seminal role, in many of these disasters.

What are you most excited about for your business in the future?

Based on the history of the United States, infrastructure nationally is near the end of its efficient life. Major disasters and catastrophes are crises that offer the opportunity to create a 21st century infrastructure to keep people safe, secure, and resilient.

We send out Mardi Gras king cakes every year from Baton Rouge to our top customers. They love it!

IEMer

We call ourselves “IEMers.”

The IEM logo conveys industry (or economic progress) and community in a resilient world during and after emergencies.

That is why we chose an industry stack and rooftops for our logo.

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Rylie Brown, Monte Brown, David Brown, Hudson Brown

RYSON ROOFING, LLC – ESTABLISHED 2001 –

TOP EXECUTIVE: David Brown, Owner PHONE: 225.756.8603 WEBSITE: rysonroofing.com

LOCALLY OWNED ROOFING contractor Ryson Roofing performs a wide range of full-service roofing work throughout Baton Rouge, New Orleans and south Louisiana. Ryson’s skilled team members deliver all kinds of roofing work, including shingle, slate, clay tile, flat built up, sheet metal roofs, gutters, half round gutters, standing seam metal roofs, custom flashings, copper, chimney tops, new roofs, awnings, reroofing jobs, wood repair and other forms of roof repair. Founder David Brown opened the company in 2001. Its name, Ryson, combines the names of his two children, Rylie and Hudson.

Do you have any advice for other business owners on how to build and maintain a successful business?

Work hard, work smart, treat others as you want to be treated, always keep an eye on your competition and always find new ways to reduce costs.

To what do you attribute your success?

Strong family values, a relentless work ethic and great friends throughout Baton Rouge.

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What values or principles guide your business?

Trustworthiness, reliability and honesty.

What’s the best management or marketing advice that someone has offered you?

Prioritize value over volume.

What services do you provide?

Long-lasting dependable roofs, roof repairs, storm damage restoration, insurance claims assistance and complete roof replacements. We use the same software as most insurance companies, allowing us to be on the same page with insurers when it comes to payment.

What challenges has the business faced over the years and how did you handle or overcome them?

We formerly had roofing operations in Florida, Texas and Missouri which took a toll on our family and made us realize that south Louisiana is our true home. It’s where we want to focus 100% of our efforts.

What is the biggest lesson you have learned in business?

If you create a niche, watch for new opportunities and pay attention to the details, you will increase profits.

How has your business or industry changed over the years?

Hurricanes and strong storms have forced roofing companies to become more sophisticated, as insurance companies now demand detailed documentation of the work. Using technology is a key part of the business.

What are you most excited about for your business in the future?

Growing an LSU fan-based, family company that makes our family and friends proud.

ROOFING

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GEO HEAT EXCHANGERS – ESTABLISHED 1996 –

TOP EXECUTIVES: Gene E. “Buddy” Ohmstede Jr., CEO/President; Gene E Ohmstede III, COO/Plant Manager; and August Ohmstede, Vice President/Plant Operations NO. OF EMPLOYEES: 140 PHONE: 225.642.8900 WEBSITE: GEOHeat.com EMAIL: inquire@Geoheat.com GEO HEAT EXCHANGERS has a rich history dating back to 1996, and it continues to grow, thanks to its core values of integrity, service, quality, family and relationships. The company manufactures shell and tube heat exchangers.

GEO will repair and retube these heat exchangers, either in the shop or the field, for the petrochemical and refining industries. Its commitment to quality and safety are unmatched.

• Average EMR : .72 • OSHA YTD: 0 (704) • OSHA Average (5 years): .46 • Grade A on all 3rd party sites (Avetta, ISNet world, etc) • Employees DISA & Drug Tested (7 tests) The original company started in 1905. When it was sold by shareholders in 1996, the Ohmstede family saw an opportunity to gather the best heat exchanger people in the business.

With its last expansion, GEO now has two shops heavily equipped at 58,000 square feet under roof.

What’s the best management or marketing advice that someone has offered you?

If you don’t take care of your customers, someone else will.

To what do you attribute your success?

Quick, safe and quality service.

Large corporations lack the structure to quickly respond or the drive to listen and understand the customers’ needs

and requirements. We are available 24/7, and company leaders are here from 5:30 a.m. to 4:30 p.m.

What is the biggest lesson you have learned in business?

Along with always being honest, keeping employees happy is also important. Creating a safe environment where people want to better themselves and grow. We are a family business,

and we see every one of our employees as family as well.

How has your business or industry changed over the years?

Along with technologically, we are facing more specifications, testing and stringent customer requirements.

What are you most excited about for your business in the future?

We have a loyal and broad customer base that is constantly growing. Our facility has increased several times in the 20 years since we opened our doors.

We anticipate the next few years to be strong. We have recently increased the production space available and plan on expanding our field service division to offer additional services.

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Charles R. Bowie, MD Neurosurgeon

Luke A. Corsten, MD Neurosurgeon

Greg L. Fautheree, MD Neurosurgeon

Allen S. Joseph, MD Neurosurgeon

Horace L .Mitchell, MD Neurosurgeon

Eric K. Oberlander, MD Neurosurgeon

Kelly J. Scrantz, MD Neurosurgeon

Scott W. Soleau, MD Neurosurgeon

Charles E. Eberly, MD Neurologist

April A. Erwin, MD Neurologist

Dariusz Gawronski, MD Neurologist

B. Glenn Kidder, MD Neurologist

Sheryl Martin-Schild, MD Neurologist

Jon D. Olson, MD Neurologist

Darian E. Reddick, MD Neurologist

Mehdi Soltani, MD Neurologist

John E. Nyboer, MD PM&R/Pain Medicine

Samir K. Patel, MD Interventional Pain

Jyoti S. Pham, MD PM&R/Pain Medicine

Jessica L. Brown, PhD, MP Darla M.R. Burnett, PhD, MP Brooke B. Cole, PhD, MP Paul M. Dammers, PhD, MP Clinical Psychologist Clinical Psychologist Clinical Psychologist Clinical Psychologist

Richard A. Stanger, MD Neurosurgeon

Paul J. Waguespack, MD Neurosurgeon

Gerald J. Calegan, MD Neurologist

Rebecca E. Whiddon, MD Neurologist

Martin A. Langston, MD PM&R/Pain Medicine

Scott D. Nyboer, MD PM&R/Pain Medicine

Richard W. Foster, MD Neuropsychologist

R. Stephen Williams, MD Neuroradiologist

Nancy M. Kelly

THE NEUROMEDICAL CENTER CLINIC – ESTABLISHED 1978 –

TOP EXECUTIVES: CEO Nancy M. Kelly, President Kelly J. Scrantz, MD NO. OF EMPLOYEES: 200 PHONE: 225.769.2200 WEBSITE: TheNeuroMedicalCenter.com

IN 2018, THE NeuroMedical Center Clinic will celebrate 40 years of delivering the highest level of comprehensive neurological care in the Gulf South region. It remains the area’s only dedicated neurological clinic.

The NeuroMedical Center Clinic was launched in 1978, when neurosurgeon Dr. Thomas B. Flynn made a revolutionary effort to bring experts in the neurosciences into closer collaboration and to provide south Louisiana with an unprecedented level of neurological care.

Today, the NeuroMedical Center employs more than 30 board certified/ board eligible, fellowship-trained physicians specializing in neurosurgery, neurology, physical medicine and rehabilitation, pain medicine, neuropsychology, clinical psychology and neuroradiology. It provides diagnosis and treatment for more than 105,000 patients annually.

To what do you attribute your success?

What values or principles guide your business?

The NeuroMedical Center Clinic adheres to the same principles of

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delivering high-quality, patient-centered care with a strong commitment to community as laid out by our founder.

By recruiting and retaining top physicians, the clinic offers patients access to world-class specialists who work as multidisciplinary and coordinated teams. As a physician-owned hospital, our physicians work hand in hand with 250+ employees to coordinate care for up to 500 patients daily. This level of teamwork has led to some of the high-

est physician and employee retention rates in the industry.

How has your business or industry changed over the years?

The NeuroMedical Center Clinic began with three physicians who recognized an unmet need in Louisiana.

The group has grown to include physicians of all neurological specialties, and evolved into more than just a neurological clinic to include inpatient surgery

(The Spine Hospital of Louisiana at The NeuroMedical Center) and inpatient rehabilitative care (The NeuroMedical Center Rehabilitation Hospital).

What are you most excited about for your business in the future?

We are excited about the advancement of technology and research within the neuroscience field. Groundbreaking developments are changing the understanding of the brain, spine and nervous system, offering tools, treatments and discoveries that have the potential to cure such neurological illness as Parkinson’s disease and Alzheimer’s.

State-of-the-art technology including the Gulf Coast’s only laser for spinal surgery, the nation’s first Ultimax i-FPD Multi-Purpose X-Ray System, and one of Louisiana’s only 3T MRI scanners proves our commitment to offering our patients the very latest tools.

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BATON ROUGE PHYSICAL THERAPY – LAKE – ESTABLISHED 1963 –

TOP EXECUTIVES: President & CEO Seth Kaplan (PT, DPT, MHA, OCS), Senior Vice President Gus Gutierrez (PT, DPT, OCS, FAAOMPT), Vice President Greg LeBlanc (PT, DPT, OCS ), COO Dacia Alexander (MA, CCC-SLP), CFO Melanie Sawyer (CPA) NO. OF EMPLOYEES: 115

AS ONE OF the country’s first private practices, Baton Rouge Physical Therapy redefined physical therapy in the Baton Rouge area from the traditional hospital-based model to an independent private practice. The company was founded in 1963 by physical therapist Joe Nicolosi. He was later joined by physical therapist Francis Guglielmo in 1967. Physical therapists Tyler Lafuci, Ricky Lane, Gus Gutierrez, Seth Kaplan and Greg LeBlanc later joined the original founders, and they continued to grow Baton Rouge Physical Therapy in both the level of clinical excellence and the number of locations.

In 2001, a joint venture was formed with Our Lady of the Lake Regional

Medical Center for outpatient rehabilitation services, and the name of the company was changed to Baton Rouge Physical Therapy-LAKE Rehabilitation Centers. It now has seven locations across three parishes and nearly 120 employees.

To what do you attribute your success?

Our success is the direct result of our commitment to creating a culture of learning and caring with servant hearts.

What is your mission?

Our mission is to provide exceptional quality care validated by outcome data and delivered in the most cost-effective manner. We live this daily through

WEBSITE: brptlake.com

our core values of: Customer Service, Education, Leadership, Proficiency, Positive Impact, and Teamwork.

What services do you provide?

In addition to physical and occupational therapy services, we offer wellness services through our Balanced Body Pilates studio as well as industrial services.

At Baton Rouge Physical TherapyLAKE Rehabilitation Centers: • We have 54 licensed professionals on staff, including 25 physical therapists, two occupational therapists and 27 physical therapy assistants.

• We have 14 board-certified specialists on staff—more than any other practice in the state.

• We are ranked in the top 2% internationally for functional improvement.

Describe your team.

Many of our therapists have gone on to achieve advanced clinical specialties and certifications to provide the most up-to-date techniques and care available in the therapy profession today.

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Fran Gladden, Anthony Pope, Leight King

COX COMMUNICATIONS, SOUTHEAST – ESTABLISHED 2000 –

TOP EXECUTIVES: Anthony Pope; Leigh King; Fran Gladden NO. OF EMPLOYEES: 1,900 PHONE: 225.615.1000 WEBSITE: cox.com

COX COMMUNICATIONS IS a broadband communications and entertainment company, providing advanced digital video, internet, telephone and home security and automation services over its own nationwide IP network. Many people don’t realize Cox is a family-owned company. In 1898, James Cox paid $26,000 for the Dayton Evening News, later purchasing numerous radio and television stations.

Cox subsequently became Ohio’s first three-term governor and the 1920 Democratic nominee for president.

Cox Enterprises, which now employs approximately 55,000 people across 300 businesses, is a diverse company, owning AutoTrader.com, Kelley Blue Book, Manheim Car Auction and a host of newspapers, radio stations and TV stations.

To what do you attribute your success?

Our success is directly related to our

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people—from leadership to frontline employees. It’s especially meaningful to see Cox’s great-grandson, Alex Taylor, assuming the role of Cox Enterprises CEO on Jan. 1.

How has your business or industry changed over the years?

Increased competition has fueled innovation, resulting in a different landscape than 50 years ago. Our industry has changed from a few niche channels to a fixture of connectivity in millions of homes. This connectivity is changing the way people live, work, learn and interact.

What challenges has the business faced over the years and how did you handle/overcome them?

The rise of competition and over-thetop content present both challenges and opportunities. Our video products are evolving to meet the growing

demands of customers, offering highly personalized viewing experiences with smart technology including voicecontrolled remotes, innovative onscreen guides, sports and weather apps, thousands of storage hours and other options for streaming where no TVs are required. Also, we have increased internet speeds more than 1,000 percent over the past 15 years.

What are you most excited about for your business in the future?

We are excited about Panoramic WiFi, which offers wall-to-wall fast internet in every part of customers’ homes, and G1GABLAST, our 1 gig residential service. Few providers have committed to 100 percent availability of residential gig services across their footprints.

We are expanding the service and will launch a new technology next year that will allow us to deliver gig speeds throughout the area without digging up yards and sidewalks. By the end of 2018, we expect gig services will be available to 80% of households served

by Cox in the Capital Region.

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LOUISIANA FARM BUREAU FEDERATION – ESTABLISHED 1922 –

TOP EXECUTIVES: Ronnie Anderson, President; Jim Harper, 1st Vice-President; Scott Wiggers, 2nd Vice-President; Richard Fontenot, 3rd Vice-President; Mike Melancon, Secretary/Treasurer NO. OF EMPLOYEES: 47 PHONE: 225.922.6200 WEBSITE: lafarmbureau.org

LOUISIANA FARM BUREAU Federation began in 1922 as a grassroots, serviceto-member organization to help farmers and ranchers. While the specifics have changed, the federation is still committed to representing agriculture and agricultural interests, especially now that one farmer feeds 155 people.

Farm Bureau also provides legislative services to ensure agriculture is treated fairly at the state/national level, direct commodity marketing for farmers, and outreach to teachers and others to teach the importance of farming and ranching.

To what do you attribute your success?

For almost a century, farmers and ranchers have given their time to work together to lead the organization. Their direct experience in the field translates to the many efforts undertaken by Farm Bureau. Whether it’s providing services or asking the Legislature to protect agriculture, having volunteer leader-

ship guide decisions has allowed Farm Bureau to succeed.

What challenges has the organization faced over the years, and how did you handle/overcome them?

Getting people to realize that all of civilization is dependent upon the men and women who produce our food and fiber is of utmost concern. Louisiana Farm Bureau has developed outreach programs in two forms to help. One is Ag in the Classroom, which provides

teachers with free materials to incorporate agriculture into their lesson plans for grades K-12. The second is public relations, which includes This Week in Louisiana Agriculture, the secondlongest running television program in Louisiana.

How has your business or industry changed over the years?

When Farm Bureau was founded, more than half the population was farming. Now, less than 2% of our pop-

ulation is farmers. Adapting to changes in the way people produce food and receive information has been a nonstop effort on our part. The advent of social media has changed the way we provide and receive information.

What are you most excited about for your organization in the future?

We have seen a surge in the number of young people interested in becoming farmers. This is a reverse of a 70-year trend. Our farmers say that farming is not just a profession, but a lifestyle. While it can be difficult, those that lead that life find personal satisfaction in cultivating the earth. With the average age of farmers now at 58, we need young people to help feed us all.

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DR. CRAIG GREENE ORTHOPAEDIC SURGEON BATON ROUGE ORTHOPAEDIC CLINIC WITH SPECIALTIES IN orthopaedic trauma and sports surgery, Dr. Craig Greene was fortunate to join the thriving group of doctors at Baton Rouge Orthopaedic Clinic in 2006. The clinic got its start in the early 2000s, when two local orthopaedic clinics merged. Greene, who also performs joint replacements, joined them when he finished his fellowship in August 2006. There are nine subspecialties in orthopaedics, and the Baton Rouge Orthopaedic Clinic group covers all of them.

What values or principles guide your business?

Treat everyone the same. Attention to detail is the primary fabric of excellence. Measure twice, cut once.

To what do you attribute your success?

One of my mentors told me once, “Live where your wife wants to live and where you have great partners.” My

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wife and family are remarkable and have allowed me to work really hard.

As well, my orthopaedic partners are superb, and we truly are a team.

What’s the best management or marketing advice that someone has offered you?

If one patient likes you, they will tell one patient. If one patient does not like you, they will tell as many people as possible. Add Facebook, and the latter becomes exponential.

What challenges has the business faced over the years, and how did you handle/ overcome them?

The biggest challenge facing health care and our specialty continues to be the cost of health care. The costs to provide high-level care to our population keep rising. An additional challenge is the average patient these days is getting much unhealthier.

Do you have any advice for other business owners on how to build and maintain a successful business?

Put yourself in their shoes (empathy). Continuously ask yourself, “How

might I be wrong?”(humility and wisdom).

How has your business or industry changed over the years?

Health care has changed and will continue to change. We must maintain our sense that it is a calling and a privilege to take care of patients, and we must adapt our business models to the changing regulatory environments.

What are you most excited about for your business in the future?

We have a young, smart and talented workforce that cares about patients and realizes we need to do so with fewer resources in order to provide for our society in a more sustainable way longterm.

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Paul Rainwater, Gabrielle Kees and Nial Patel

CORNERSTONE GOVERNMENT AFFAIRS, INC. – ESTABLISHED 2002 –

TOP EXECUTIVES: Geoff Gonella, President and Managing Director, Washington, D.C.; Campbell Kaufman, Managing Director, State Government Relations, Washington, D.C.; Gabrielle Kees, Senior Vice President, Baton Rouge; Nial Patel, Senior Vice President, Baton Rouge; Paul Rainwater, Senior Consultant, Baton Rouge NO. OF EMPLOYEES: 70 PHONE: 202.448.9500 WEBSITE: cgagroup.com EMAIL: info@cgagroup.com CORNERSTONE GOVERNMENT AFFAIRS INC. was launched 15 years ago when a group of like-minded professionals had a vision to build a different model in the government relations and public affairs space. Cornerstone offers public affairs services with three major focus areas—federal government relations, state government relations and strategic communications. The firm began in Washington, D.C., and opened its first state office in Baton Rouge in 2008.

Since then, it has added nine state offices and launched a communications firm—Cornerstone Public Affairs.

What values or principles guide your business?

Our values center on honesty, integ-

rity, adherence to professionalism and a commitment to success. We want to assess our clients’ needs before ever engaging on their behalf. This requires open, honest and direct conversation.

By having open communication, we become trusted advisors, and we value that unique role.

What challenges has the business faced over the years, and how did you handle/overcome them?

In 2007, we saw the government relations industry changing. We took an unconventional approach and decided to diversify into state government relations. We wanted to enter the space only if we could remain true to our team approach, which meant having a

direct and personal connection back to the D.C. office. This allows us to offer a larger and more complete team and significantly greater capabilities. At the time, there were two partners in our D.C. office who were Louisiana natives with a keen understanding of the market and great relationships throughout the state. This made Baton Rouge the perfect choice to open our first state office. We hired additional professionals in Baton Rouge, establishing a robust state and local capability.

san divide unlike anything we’ve seen.

Navigating relationships and having an in-depth understanding of the issues has become even more critical for our clients.

What are you most excited about for your business in the future?

Continued growth and expansion into other markets, which will allow us to better serve our clients and further develop a firm that will sustain itself long after the current team is in place.

How has your business or industry changed over the years?

Specific to Louisiana, issues at the Capitol have become more complex with budget challenges and the parti-

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Cutline

OLINDE HARDWARE & SUPPLY CO., LLC DBA OLINDE’S FURNITURE, OLINDE’S MATTRESS SUPERSTORES AND ASHLEY HOMESTORES OF SOUTH LOUISIANA – ESTABLISHED 1886 – TOP EXECUTIVES: Tom Olinde, Beau Olinde, David Olinde NO. OF EMPLOYEES: 325 PHONE: 225.926.3380 WEBSITE: olindes.com EMAIL: verlin@olindes.com

FURNITURE RETAILER OLINDE’S got its start as a general store in rural Pointe Coupee Parish in 1886, selling farm implements, overalls, food staples, barbed wire, beer and even porch rockers. Over the past 100-plus years, the company has experienced many changes and now consists of 12 retail stores, including two fullline Olinde’s stores, three Olinde’s Mattress SuperStores and seven Ashley HomeStores. The Olinde’s Furniture footprint covers south Louisiana from the Mississippi border to the Texas border, with store locations in Baton Rouge, Lafayette, Central, Walker, Denham Springs, Gonzales, the Northshore, New Orleans, Lake Charles, Houma and Opelousas.

What values or principles guide your business?

Our goal is to be the premium furniture and bedding retailer in terms of customer service, value and selection

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in Louisiana. Our core values include: live by the Golden Rule, operate with integrity, embrace change, hire customer-centric people, spend on expertise and technology, never quit learning, have fun, take chances and give credit where credit is due.

What challenges has the business faced over the years, and how did you handle/overcome them?

We’ve fought through the Great Depression, several recessions, hurricanes, floods, and other natural and man-made disasters. We, like all retailers, are engaged currently in a herculean effort to remain relevant in the digital age. We are challenged by increased internet sales and reduced in-store traffic. We are making slow gains on our internet sales and are constantly striving to align our online and

in-store customer experience.

How has your business or industry changed over the years?

The speed of change in our business, and retail in general, is really accelerating. Consumers, as a result of smartphones and other internet driven technologies, are much more informed.

You better embrace the digital age if you want to be important to your customer.

What are you most excited about for your business in the future?

I am convinced we can stay relevant.

Our problems are opportunities. The largest segment of customers (the infamous millennials) is coming of age, and they need home furnishings and bedding. Life is good!

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At your command, your room is transformed to a home theater complete with movable chandelier, dimmable lighting and the emergence of your screen.

ACADIAN HOME THEATER & AUTOMATION – ESTABLISHED 2003 –

TOP EXECUTIVES: Bryan Naquin, President, and Jon Hunt, VP of Sales NO. OF EMPLOYEES: 13 PHONE: 225.906.2589 WEBSITE: aciexperts.net EMAIL: info@aciexperts.net

ACADIAN HOME THEATER & Automation has been in business for 14 years, providing system design, home theater, whole house audio/video, outdoor entertainment, lighting control, security and video surveillance, as well as wireless networks. The company has experienced tremendous accomplishments—including being named a CE Pro Top 100 company seven years in a row.

bring on board the best talent available, we have assembled a team that has more than 150 years of experience.

Yet we still place a high importance on continuing education, along with personal development.

What is the biggest lesson you have learned in business?

What’s the best management or marketing advice that someone has offered you?

Build your team with good people, and they will naturally become good employees. You can’t teach drive, pride and ethics, so find people with those qualities and teach them how to fish.

To what do you attribute your success?

Success can only be achieved when you have a phenomenal team all pulling in the same direction. Through acquisitions and constantly looking to

Business is important, but people are more important. Through events like the flood, a life-altering injury, the loss of a family member or helping to mentor youth, we have the opportunity to connect with our employees and clients on a personal level. At the end of the day, what we do is fun and cool, but having a positive and lasting impact

on another person is the real win.

How has your business or industry changed over the years?

Wireless networks are the backbone of all systems today. AV companies must become residential IT companies if they want to provide a cohesive solution for clients. No longer can the DIY or the single solution devices from service providers handle the load from a typical family’s devices—not to mention their home automation system.

What are you most excited about for your business in the future?

We feel there is room for even more growth, and we know we can always improve. Regarding technology, we feel it will only become more affordable while providing more daily lifestyle improvements for customers and even easier ways to interact with it.

Living space functions beautifully with home theater hidden away.

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TURNER INDUSTRIES GROUP, LLC – ESTABLISHED 1961 –

TOP EXECUTIVES: Roland M. Toups, Thomas H. Turner, J.W. “Billy” Guitreau NO. OF EMPLOYEES: 18,800 PHONE: 225.922.5050 WEBSITE: turner-industries.com EMAIL: turnerbusdev@turner-industries.com

SINCE BERT TURNER founded the company in 1961, Baton Rouge-based Turner Industries has grown to become one of the top industrial contractors in the United States and the No. 1 contractor in Louisiana and Texas, according to Engineering News-Record Sourcebook. With one entry point, we offer a wide range of services that are designed to increase industrial plant production while reducing costs and downtime.

What services do you provide?

Heavy industrial construction, maintenance, turnarounds, pipe and module fabrication, equipment, rigging, and specialized transportation and associated specialty services.

How has your business or industry changed over the years?

Our people are still the core of our success, but today they use innovative, data-gathering tools to deliver industrial services more efficiently.

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What challenges has the business faced over the years and how did you handle/overcome them?

The “boom to bust to boom” nature of the global energy market is one of the biggest challenges we repeatedly face. A recent example would be the meteoric rise in shale oil, followed by the drop in oil prices from more than $100 a barrel to less than $50 a barrel, and the ripple effect that has had on our clients’ businesses and on ours.

Fortunately, our founder Bert Turner created a solid business model in the very beginning that included diversification of services and encouraged continual innovation to stay ahead of the curve. Our experienced management team, led by Chairman and CEO Roland Toups, has stayed true to the model over the years. It has successfully guided the company through good times and bad.

How is your company using technology today and how do you see it helping shape future success?

Successful businesses today are data-driven, and Turner has been aggressive in its approach to adopting and developing new technologies.

We’ve invested in systems that make the company run more efficiently and in proprietary technological solutions developed specifically to meet the unique requirements of our clients.

Turner’s ability to enable clients to make data-driven decisions has been a game changer. To date, Turner has won 17 national and 1 international award for technology innovation.

Most recently, we received a gold Constructech Vision Award for our ability to implement new solutions that address issues in productivity, maintenance, efficiency, security and data sharing.

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L to R: Justin Alford, Benny Alford, Jason Alford

BENNY’S CAR WASH – ESTABLISHED 1951 –

TOP EXECUTIVE: Benny Alford NO. OF EMPLOYEES: Approximately 300 PHONE: 225.927.7181 WEBSITE: bennyscarwash.com EMAIL: justina@bennyscarwash.com

BENNY’S HAS BEEN a household name in Baton Rouge since it opened locally as Florida Street Wash in 1953. It was the first automatic car wash in the Capital City and has been a pioneer in the business ever since. Now with seven locations in the area, Benny’s deploys the latest in automated car wash technology, from the use of computers and electronic sensor technology to the chemistry and engineering of cleaning agents.

What services do you provide?

Benny’s is known for its highly efficient express car wash services, which allow consumers to choose from a range of fairly priced car wash options.

Over the years, the company has grown to include auto detailing, oil changes, state inspections, convenience stores

and fueling stations.

To what do you attribute your success?

Without question, our staff, both current and past. We’re amazed by their ingenuity and the great ideas they consistently bring to the table.

What values or principles guide your business?

Always do the right thing and put people first. We see the right thing as not basing our decisions soley on money but considering people as well.

What’s the best management or marketing advice that someone has offered you?

Give people the grace to have a bad day. We’re here to make the lives of our employees and customers easier, and

sometimes the best way to do that is to be patient with them. Also, we encourage our employees to try new things and learn from their mistakes. Mistakes sometimes happen, but we strive to learn from them and move forward.

What challenges has the business faced over the years and how did you handle/overcome them?

Finding and retaining staff. People are always the biggest challenge, but they also deliver the biggest rewards.

What is the biggest lesson you have learned in business?

Plan and think long-term, but execute and operate in the short-term.

How has your business or industry changed over the years?

More automation. We have taken the lead in inventing ways to adapt to rapidly changing car design, including electric cars, self-driving cars, large trucks and vans, and small smart cars. One size does not fit all anymore.

Do you have any advice for other business owners on how to build and maintain a successful business?

Keep innovating.

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EDGEN MURRAY – ESTABLISHED 2005 –

TOP EXECUTIVE: Chairman & CEO Dan O’Leary NO. OF EMPLOYEES: Globally 507 PHONE: 225.756.9868 WEBSITE: edgenmurray.com EMAIL: marketing@edgenmurray.com

EDGEN MURRAY, A subsidiary of Sumitomo Corp. since 2013, is a leading global supplier of specialized products for worldwide energy and infrastructure markets, including high-performance pipe, valves, fittings, flanges, sections and plate, through a global distribution platform across the Americas, Europe, Middle East and Asia Pacific regions. We manage procurement and provide value-added services including valve automation, cutting, profiling, testing, project management, coating and finishing.

How did the company get its start?

In 1983 Thomas Pipe & Steel was founded in Baton Rouge as a line pipe distribution company. Edgen Group was formed in 2002 after Thomas Pipe & Steel acquired a number of companies in an effort to expand its footprint and product offering in the U.S.: Bartow Steel, Resource Pipe, Radnor Alloys and Sisco. In 2005 a significant acquisition, Murray International Metals, was made that

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accelerated the global footprint. Edgen Murray was taken public in 2012 and in late 2013 was acquired by Sumitomo Corporation, a global Japanese company with strategic interests in oil and gas, steel, and distribution.

To what do you attribute your success?

The keys to Edgen Murray’s success are the skilled and knowledgeable employees. Globally there are 500-plus employees, with 55 employees working in the Baton Rouge company head-

quarters on Highland Road. Recently, a group of employees were asked what they thought was the one best aspect of working at Edgen Murray. The most frequent answers were the people, family, lifelong friendships, flexible work environment and FUN. A testament to the commitment employees have to the company, we have employees in the Baton Rouge location that have been employed for nearly 20 years and in other locations all the way up to 40-plus years.

Describe your team.

As a group, the Edgen Murray Baton Rouge employees support a number of local charities such as the Istrouma Area Council of Boy Scouts of America, Susan G. Komen Race for the Cure, Iris Domestic Violence Center, American Heart Association, and Braveheart.

What are you most excited about for your business in the future?

Although the past few years have been tough for those in the oil and gas and energy sectors, there are positive signs beginning to emerge. Edgen Murray remains nimble in continuing efforts to seek new opportunities and new markets to serve our customers, provide a quality work-life balance for employees, and remain profitable for all of our stakeholders.

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LOUISIANA FARM BUREAU MUTUAL INSURANCE COMPANY – ESTABLISHED 1957 –

TOP EXECUTIVE: Executive Vice President Blaine Briggs NO. OF EMPLOYEES: 286 PHONE: 225.922.6200 WEBSITE: lafarmbureau.com

LOUISIANA FARM BUREAU Mutual Insurance Company started in Louisiana in 1957 with the vision of providing insurance to Farm Bureau Federation members with excellent service at a competitive rate. It was originally established to provide insurance to the rural farming community, but as the company grew, the product line expanded. Today, the company is a mutual property and casualty insurance company licensed to write all lines of business except life and title insurance. Louisiana Farm Bureau Mutual Insurance Co. is celebrating its 60th year of serving the state.

To what do you attribute your success?

Our commitment to provide real service, value and insurance products to Louisiana Farm Bureau Federation members through highly qualified professionals.

What values or principles guide your business?

Honesty, integrity and service are what we hold highest when dealing with our customers. We promise Real Service from Real People and follow through with that promise every single day. Behind the scenes, we focus on conservative business practices and principles for our policyholders.

What challenges has the business faced over the years and how did you handle/overcome them?

In the property insurance business, the obvious challenges are weather related. Having a sound plan and being prepared is the only way to overcome them. The company had to process more than 35,000 claims in 2005 from hurricanes Katrina and Rita in a very short amount of time. With the governing principles of honesty and trustworthy service, the company was able to navigate those difficult times.

Management also made some sweeping changes to ensure the survival of the company that are still paying dividends today.

with what they want to do and it takes time. A lesson learned after Katrina/ Rita is that growth must be obtained in a fiscally responsible way to provide stability, continuity and viability.

How has your business or industry changed over the years?

Technology changes in the marketplace and increased policyholder expectations are some of the challenges for the insurance industry. Our continued “commitment to service” helps us meet these challenges going forward.

What is the biggest lesson you have learned in business?

Patience is truly a virtue. Large companies have to balance what they do

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Seated L to R: Susan McCarter, SVP and Retail Market Manager; Michaelle Carnaggio, SVP and Marketing Director; Marcy Sasser, VP and Treasury Management Sales Officer; Standing L to R Ben Marmande, EVP and Baton Rouge President; Davis Prescott, VP and Commercial Relationship Manager; Craig Netterville, SVP and Private Client Group Manager; John Everett, SVP and Commercial Group Manager; Kevin Rudge, SVP and Business Banking Group Manager

IBERIABANK – ESTABLISHED 1887 –

TOP EXECUTIVES: Daryl G. Byrd, President and CEO; Ben Marmande, Executive Vice President and Baton Rouge President NO. OF EMPLOYEES: 3,300 PHONE: 225.923.4430 WEBSITE: iberiabank.com

IBERIABANK WAS ESTABLISHED in 1887 with one location in New Iberia, Louisiana, and has grown to become one of the strongest banks in the Southeastern United States. The company has 228 bank branch offices across eight states, including 24 title insurance offices and mortgage representatives in 68 locations. Thirteen of our locations include representatives of IBERIA Wealth Advisors, and we feature an IBERIA Capital Partners, L.L.C. office in New Orleans.

What services do you provide?

IBERIABANK provides a comprehensive financial product line including retail, commercial, private banking, mortgage, treasury management, online banking and investment services.

To what do you attribute your success?

Our success stems from our professional team’s dedication to meeting the needs of our clients. Our market-centric decision process helps us quickly manage our clients’ financial needs,

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and allows us to foster relationships with our clients and the community. We combine the best of both worlds: the products and services of a large bank and the hands-on customer service typically found at smaller community banks.

What values or principles guide your business?

Our mission is to: • Provide exceptional value-based client service • Be a great place to work • Demonstrate growth that is consistent with high performance

• Be shareholder-focused • Have a strong sense of community What’s the best management or marketing advice that someone has offered you?

We remain connected to our clients and the communities we serve, which allows us to discover new opportunities to deepen our relationships and grow our business.

What challenges has the business faced over the years and how did you handle/overcome them?

Growth can present challenges and rewards. We aim to stay ahead of the curve, while maintaining focus on client service. Focusing on relationships is integral to our model.

How has your business or industry changed over the years?

The banking industry continues to change. Advancements in technology allow us to continue offering our clients robust online banking and digital banking platforms.

What are you most excited about for your business in the future?

As one of the strongest banks in the Southeast, we have the opportunity to add locations that best serve our growing client base. We enjoy helping the local economy thrive, because a healthy economy is a catalyst for better jobs, schools and infrastructure. As bankers, we play a key role in making this happen.

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THE DESIGN STUDIO – ESTABLISHED 2002 –

TOP EXECUTIVE: Becky Walker, Owner/Principal Designer NO. OF EMPLOYEES: 5 full-time, plus contractors and subcontractors PHONE: 225.927.2880 WEBSITE: tdsola.com EMAIL: jessica@tdsola.com (Business Development Director)

IN 2002, ARMED with a degree from LSU, 10 years of work experience and the necessary credentials to be a nationally certified and state licensed interior designer, Becky Walker decided to start her own interior design business. Walker is owner and principal designer of The Design Studio. She offers a turnkey experience for customers – from conceptual design to construction materials selection, selection of lighting, plumbing fixtures and appliances, to installation and everything in between. They have expanded their services not only locally, but have completed projects in North Carolina, Florida and Texas and soon to be in Alabama. The Design Studio takes on any size/scope project from individual offices, commercial renovations and new, larger construction projects, along with high end townhomes and contract residential.

ment. I don’t give up easily, and I have a hard time turning down any potential opportunity.

What challenges has the business faced over the years, and how did you handle/overcome them?

Many of us suffered through the economic downfall of 2008, 2009 and 2010. Our small business was flourishing, and we were not prepared for

this sudden disaster. I had to make tough decisions, including letting staff go. With support from friends, clients and colleagues, along with my family, I dug my heels in and survived. We took steps when growing back to protect the company, our staff and myself and avoid such situations in the future. I have diversified services and taken on different types of clients and genres.

We are celebrating 15 years in the

industry and continuing to grow. In 2015, we added our sister company, TDS Staging Products and Services.

We are also excited to announce our newest division under The Design Studio, residential decorating. This division offers additional attention to those wanting to freshen up their spaces and/ or add furniture pieces to their already beautiful offices or homes.

How has your business or industry changed over the years?

I would say style is probably what changes most in my industry. You need to blend what clients are currently attracted to, but also be mindful of a timeless design in order to achieve longevity. I have designed spaces that are approaching 10 years and are still successful.

To what do you attribute your success?

My parents instilled in me a great work ethic, determination and commit-

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PROVIDENCE – ESTABLISHED 2000 –

TOP EXECUTIVES: CEO Karen Holden, PE; Mike Purdom, PG; Clay Breaud, Jason Benoit, CFM NO. OF EMPLOYEES: 285 PHONE: 225.766.7400 WEBSITE: providenceeng.com EMAIL: marketing@providenceeng.com

PROVIDENCE GOT its start in Baton Rouge in 2000 with three partners and a handful of employees who shared a commitment to providing exceptional engineering and environmental services and developing quality relationships with clients and co-workers. Today, Providence is a 100% employee-owned ESOP company with more than 250 employees and offices in Louisiana and Texas. It includes Providence Engineering and Environmental Group LLC – Providence Engineering and Design, LLC – Providence Technical Services, LLC – Providence Higher Ground Flood Protection Services, LLC and Providence Photonics, LLC. To what do you attribute your success?

Simply put—quality employees and happy clients. As reflected in our name, we knew success would hinge on hiring eager employees dedicated to developing long-term relationships with our clients. Our motto, adopted early on, was, “Take Care of the Client, Make a Little Money, and Have Fun Doing It.”

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What challenges has the business faced over the years and how did you handle/overcome them?

We were fortunate to experience very quick initial success. Then, we felt the impacts of Sept. 11, 2001, the 2008 recession and the drop in oil prices.

While these were all setbacks, they were not roadblocks. Our strong client relationships and the diversity of our business and client base have allowed us to overcome these challenges.

Do you have any advice for other business owners on how to build and maintain a successful business?

Hire talented employees who share your values. Providence prides itself on our unique interview and hiring process—we pull in current employees from different groups to make sure the prospective employee fits our culture, shares our values and entrepreneurial spirit and shares our humble yet hungry gumption.

How has your business or industry changed over the years?

In 2013, Providence became a 100% employee-owned company by adopting an Employee Stock Ownership Plan, literally making each employee an owner and driver of his or her own destiny, unlocking huge potential and drive in our workforce.

What are you most excited about for your business in the future?

We are working with the state of Louisiana (through the Restore Louisiana program) to rebuild our community from the recent floods that devastated so many. This project has made the business aspect personal and so fulfilling.

www.providenceeng.com

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MARY BIRD PERKINS – OUR LADY OF THE LAKE CANCER CENTER LEADERSHIP: Todd D. Stevens, President and Chief Executive Officer, Mary Bird Perkins Cancer Center; K. Scott Wester, President and Chief Executive Officer, Our Lady of the Lake Regional Medical Center; Linda Lee, Administrator, Mary Bird Perkins – Our Lady of the Lake Cancer Center NO. OF EMPLOYEES: 325 PHONE: 225.767.0847 WEBSITE: marybirdlake.org

MARY BIRD PERKINS – OUR LADY OF THE LAKE CANCER CENTER offers comprehensive cancer care services, including prevention and education, early detection, medical and radiation oncology treatments, inpatient oncology and surgery, imaging, clinical research, palliative care, supportive care and survivorship programs. Our mission to improve survivorship and lessen the burden of cancer is advanced through tremendous community support for which we are grateful.

innovative solutions with statewide and national partners and bringing advancements to Louisiana. Key to this is recruiting the brightest cancer minds in the field. The physicians we are fortunate to work with have trained at the best institutions across the country and have immense experience.

Our renowned medical physics team through the Mary Bird Perkins/LSU medical physics partnership is leading the way with research that impacts cancer care globally.

What challenges has the Cancer Center faced over the years, and how did you manage them?

The future is now with cancer care.

This means we are always looking at what’s next by actively developing

What is on the horizon for the Cancer Center?

We remain focused on breakthrough treatments and technologies, such as immunotherapy, clinical trials and Gamma Knife Icon—the world’s most

precise, noninvasive radiosurgery device for primary brain tumors, brain metastases and other central nervous system conditions. We’ll grow our multidisciplinary teams; currently, seven teams focus on colorectal, head and neck, lung/mesothelioma, skin, hepatobiliary, and other cancers. We’ll also bring our Prevention on the Go program to more communities and workplaces throughout the region.

Partnering with companies to provide mobile cancer screenings at the office, on-site seminars and cancer education materials helps reach more people.

satisfied. Until then, success means detecting more cancers early when they are more treatable, saving more lives and managing diseases better so patients can live the best quality of life possible. This is accomplished through extraordinary collaboration among different disciplines, team members and community partners. We were honored to recently be re-accredited by the American College of Surgeons Commission on Cancer with Goldlevel commendation, and we’ve had the distinct privilege of receiving the Outstanding Achievement Award for consecutive survey cycles.

How does the Cancer Center measure success?

When the world is rid of this terrible disease forever, we will be 100%

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LINCOLN BUILDERS, INC. – ESTABLISHED 1962 –

TOP LOCAL EXECUTIVES: Daryl Williams, Ayres Bradford and Keith Keller NO. OF EMPLOYEES: 104 PHONE: 225.706.5038 WEBSITE: lincolnbuilders.com EMAIL: abradford@lincolnbuilders.com

LINCOLN BUILDERS INC. started as a small general contracting business in Ruston, Louisiana, in 1962, winning a contract to build a $32,000 gas station.

The company has continued to grow, providing uncompromised contracting and construction management services to customers throughout the Gulf South region. It opened its Baton Rouge office in 2006, and still maintains an office in Ruston, as well as one in Dallas.

Lincoln provides commercial general contracting, design/build, preconstruction and construction management services.

Describe the growth the company has experienced in Baton Rouge.

We have been the contractor on several high-profile Baton Rouge area projects, including the expansion of the LSU Hilltop Arboretum, new facilities for Ochsner Health System, new student housing at LSU, the new student center at Southeastern Louisiana University, new facilities for Crawfish

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Aquatics and several jobs for LCTCS and EBR Schools.

The reopening of Istrouma High School is another project we were proud to deliver. Working with officials from EBR Schools, CSRS and Tipton Associates, Lincoln helped to make this a dream come true for Istrouma alumni and future graduates.

We also just broke ground on the EBR Career & Technical Education Center, which will allow students to develop skills during high school that will make them ready for high-paying jobs upon graduation.

To what do you attribute your success?

Our team believes in treating people the way we would like to be treated.

Also, we need to be really good at what we do. We have embraced the old

school philosophy that your word and your handshake mean something. We believe that is why we have grown and been successful.

strength and competitiveness in the market. We strive to deliver on commitments, perform at a high level and represent ourselves with dignity and class.

What values or principles guide your business?

Customers choose their contractor based on company reputation, past performance, perceived value, financial

Do you have any advice for other business owners on how to build and maintain a successful business?

Be outstanding at what you do.

Commit to providing quality products and services with integrity and professionalism at every level of business activity. Develop relationships with clients. They could become your best salesmen.

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Preston Q. Petersen

TEAM AUTOMOTIVE GROUP – ESTABLISHED 1988 –

TOP EXECUTIVE: Preston Q. Petersen NO. OF EMPLOYEES: 400 PHONE: 225.273.5880 WEBSITES: teamhonda.com; team-toyota.com; teammazda.com EMAIL: pqp@teamhonda.com

COMPRISING TEAM HONDA, Team Toyota, Team Mazda, Team Honda South and Team Collision, the Team Automotive Group has served Baton Rouge and south Louisiana for more than 60 combined years with top notch sales and service. Team Honda is the No. 1 total volume dealer in Louisiana and is one of 10 dealerships across the country to be recognized as an Elite dealership by Honda. The Team Automotive Group is a longtime supporter of community endeavors, including the Team Automotive Sportsplex, the largest indoor volleyball and second largest indoor basketball facility in the state.

What services do you provide?

Automotive sales, service, parts, financing and insurance.

To what do you attribute your success?

The great people we have the opportunity to work with. We motivate each other every day to succeed at a higher level.

What values or principles guide your business?

Trust, effort, transparency and accountability.

What’s the best management or marketing advice that someone has offered you?

Always try to look at situations from the customer’s perspective. Keep evolving, don’t get stuck in the same routine.

Have a game plan every day, but be willing to change it.

What challenges has the business faced over the years and how did you handle/

overcome them?

The flood of 2016 was, by far, the greatest challenge we have ever faced.

Pulling up to the dealership in a boat with more than 400 cars underwater and 4 feet of water in the building was overwhelming. Everyone in our organization put forth a monumental effort to rebuild. We were able to open our doors five days later and start selling cars. We focused on restoring confidence in our employees that our business was going to be OK and their jobs were secure.

Do you have any advice for other business owners on how to build and maintain a successful business?

Think big. Stay engaged with your employees and build trustworthy relationships. Share your vision with your team. Make sure your goals and strategies evolve well into the future.

What is the biggest lesson you have learned in business?

Effort and attitude can overcome almost any hurdle.

How has your business or industry changed over the years?

The speed and transparency of the internet has changed traditional customer shopping and buying patterns.

Retailers who understand and embrace the changes instead of resisting them will be the most successful in the longterm.

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LOUISIANA DEPARTMENT OF INSURANCE TOP EXECUTIVE: James J. Donelon, Commissioner of Insurance NO. OF EMPLOYEES: 225 PHONE: 800.259.5300 WEBSITE: ldi.la.gov EMAIL: public@ldi.la.gov

THE MISSION OF the Louisiana Department of Insurance is to enforce the insurance laws and regulations of the state impartially, honestly and expeditiously. It is the department’s commitment to be the best insurance regulatory agency in the United States.

What is the state of the property and casualty insurance market today?

Louisiana Insurance Commissioner Jim Donelon describes today’s homeowners market as robust and competitive. Prices are flat or even trending downward, with Louisiana experiencing about a 1% increase the past two years and on track for a 1% increase for the 2017 calendar year as well.

What challenges has the insurance

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industry faced over the years, and how did you overcome them?

Following Hurricane Katrina, private insurance companies paid out $23 billion in claims to Louisiana customers— mostly for wind losses.

That resulted in big-name insurers exiting the state’s coastal market. They were replaced with about two dozen small regional carriers who are able to insure coastal areas by accessing the international reinsurance marketplace.

Following Hurricanes Gustav and Ike (2008) and Isaac (2012), Louisiana has not lost any of those small carriers.

What is the state of the workers’ compensation market in Louisiana?

The system was on the verge of collapse in the 1980s, but with the creation of LWCC, the state’s largest

workers’ compensation insurer, the system is remarkably recovered. In addition, more companies are writing policies. Rates continue to get more competitive—trending down 34% over the last 10 years.

What are the key things small businesses need to know about managing their risks?

The new threat is cyber breach exposure. If you haven’t been breached yet, you will be, and you will likely find out six months after it happens. A growing part of the property casualty insurance market is cyber breach insurance. Over the last five years, there is more interest in purchasing it.

What are you most excited about for the future?

The role of regulating the insurance industry is a challenging one. We were successful in fixing the workers’ compensation market. We expanded property and casualty carriers after Hurricane Katrina. Now, there are new challenges like cyber breaches, health insurance costs and automobile rates.

Facing those challenges is what makes me excited to go to work.

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KLEINPETER FARMS DAIRY – ESTABLISHED 1913 –

TOP EXECUTIVES: Sue Anne Kleinpeter Cox, president and CEO, and Kenneth Kleinpeter, VP sales and marketing NO. OF EMPLOYEES: 120 PHONE: 225.753.2121 WEBSITE: kleinpeterdairy.com EMAIL: kenny@kleinpeterdairy.com

A LITTLE OVER 100 years ago, with the completion of the railroad between Baton Rouge and New Orleans, the grandfather of the Kleinpeter family saw a market for milk in the New Orleans area. His children helped grow the business that serviced local grocery stores and schools and at one time made home deliveries. Now, with its fifth-generation of employees, Kleinpeter Dairy delivers to many businesses in south Louisiana. It specializes in providing top-quality milk and excellent service to schools, hospitals, restaurants and grocery stores within a 100-mile radius of Baton Rouge.

To what do you attribute your success?

Our loyal customers who command our best and the contributions of hundreds of people who have walked through our doors over the last 104 years have made our success possible.

These people were motivated by a desire to produce and deliver a product they were proud to serve to their own families and friends.

What challenges has the business faced over the years, and how did you handle/overcome them?

With a change of leadership in 2015, the company’s biggest challenges identified were to restore customer confidence, address the high employee turnover rate, and rebuild the company’s infrastructure. We believe we have successfully overcome these challenges by restructuring upper management, implementing rigorous training and quality assurance programs, and

reinvesting in major capital improvements, of which included deployment of a new fleet of milk trucks.

How has your business or industry changed over the years?

Kleinpeter Dairy is facing a shift in consumer consumption habits. While many people still drink good oldfashioned milk, some are opting for alternative products. We must continue to promote the healthy benefits of our locally produced milk.

Do you have any advice for other business owners on how to build and maintain a successful business?

Success starts with the people in the organization. Leadership must be open to the changing needs of its customers and its workforce. There must be a unified commitment to train team members and provide them with the necessary resources to be successful.

What is the biggest lesson you have learned in business?

Success is not final. Don’t rely on previous successes and don’t ignore what made you successful in the past.

Perfection is a goal, not a destination.

Continually strive for improvement without compromising quality or your integrity.

Kenny Kleinpeter, Markel Johnson, Sue Anne Cox

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Seated L to R: Carla Foster, Office Manager; LJ Springer, Dining Service Director; Sandra Auck, Social Activities Assistant; Margaret Washington, Housekeeping Director; Tonia Griffin, Marketing Director Standing L to R: Sarah Thomas, Social Activities Director; Andy Yorgason, General Manager; and Cheri Strickland, Health Service Director

WILLIAMSBURG SENIOR LIVING COMMUNITY – ESTABLISHED 1987 –

TOP EXECUTIVES: Ronald Brignac, George R. Cranford and Dave Reutzel NO. OF EMPLOYEES: 60 PHONE: 225.929.8917 WEBSITE: williamsburgbr.com EMAIL: tonia@williamsburgbr.com

THE FIRST INDEPENDENT senior living rental community in Baton Rouge, Williamsburg Senior Living Community opened its doors for business in 1987—a response to the changing demographics of our nation and region, and the increased demand for quality living options for seniors. Williamsburg introduced a new kind of housing option for those entering a phase of life that might include decreased mobility, the need for medical care and the need for ongoing social contact.

What services do you provide?

We offer a residential environment for seniors with an abundance of supportive services such as dining services, weekly housekeeping, building maintenance, social activities, transportation and round-the-clock security to help residents maintain their independence as long as possible. We also offer a health services program for residents who may need assistance with daily living activities.

Staying active is key to a happy and fulfilling life. Since Williamsburg first

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opened, it has been our firm belief that an individual’s independence is an essential element of life. We recognize how important it is for seniors to remain in control of their lives and do everything possible to promote and encourage this spirit. Which is why our physical, social, cultural and spiritual activities are vital to a healthy lifestyle.

Our nurturing community promotes daily social activities so each individual’s strength assists in maintaining their independence longer.

Participation in social activities daily is very important. These activities include exercise, gardening, dancing, parties, crafts, book and music club, movies, and holiday events including educational seminars. Day outings such as shopping at Towne Center, lunch to Middendorf’s, casino trips, WWII Museum tour are just a few examples. Catholic and Protestant church services are conducted in our beautiful chapel along with weekly rosary and bible study to nourish the soul.

To what do you attribute your success?

Countless factors have contributed to our success, but key reasons include: our long-term commitment to the product, our commitment to treating residents like family, providing a high value product that is competitively priced and recognizing the value of each employee.

What’s the best management or marketing advice that someone has offered you?

Never forget where you started in business. When managing others, strive to balance your ego and confidence with a dose of humility.

Do you have any advice for other business owners on how to build and maintain a successful business?

Do your homework, understand your market and have a reasonable marketing and business plan. Surround yourself with talented partners, consultants and employees that you can trust not just in good times, but also when things get difficult. Make the commitment to

work hard, sacrifice and devote your God-given talents to your business.

What is the biggest lesson you have learned in business?

The work ethic of an individual is often more valuable than a glossy résumé.

How has the business or industry changed over the years?

The senior living industry is constantly evolving. The sheer magnitude of 77 million individuals in this generation is overwhelming, and it will create tremendous demand for more product in our industry. Moreover, baby boomers will have different demands for housing and lifestyle amenities than previous generations. Owners and operators will need to respond to these demands.

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BATON ROUGE COCA-COLA BOTTLING COMPANY – ESTABLISHED 1906 –

TOP EXECUTIVES: West Region Vice President Susanne Hall, Bayou Division Director John Miller, Baton Rouge Sales Center Manager Toby Guidry NO. OF EMPLOYEES: 560 PHONE: 225.293.2570 WEBSITE: cocacolaunited.com

BATON ROUGE COCA-COLA Bottling Company is a division of Coca-Cola Bottling Company UNITED, Inc. and is a locally-owned company that produces and distributes more than 750 beverages in seven southeastern states. Our product portfolio includes Coca-Cola®, Coke Zero®, Diet Coke®, Sprite®, DrPepper®, Fanta®, Dasani®, Powerade®, Minute Maid®, vitaminwater® and many more options for every occasion.

To what do you attribute your success?

The pillars of Coca-Cola UNITED’s success are great brands and great people, coupled with our locallyfocused operating model. That model, executed by our Baton Rouge-based employees, focuses on excellent customer service and strong community engagement.

What values or principles guide your business?

Our company’s core values are quality, excellence, integrity and respect.

What’s the best management or marketing advice that someone has offered you?

You’re only as good as your team.

How has your business or industry changed over the years?

Two significant changes have occurred in Coca-Cola UNITED’s business over the past few years: company growth and changes in the beverage category. Our company has tripled in size in just four years as we’ve acquired additional territory from The Coca-Cola Company. We’ve successfully transitioned 17 Coca-Cola facilities and terri-

tories, including more than 2,500 associates serving approximately 38,500 customers in the Southeast.

The other significant change in our business is the proliferation of nonalcoholic beverage categories in the past five years. Categories such as value-added dairy, ready-to-drink coffee and energy drinks are relatively new categories. Consumers are driving demand for more options, and we want to have the right portfolio to meet that demand.

What is the biggest lesson you have learned in business?

You have to set goals in order to achieve your true potential.

Do you have any advice for other business owners on how to build and maintain a successful business?

Embrace change, listen to your colleagues, associates and customers, empower your people and avoid complacency.

What are you most excited about for your business in the future?

We’re excited about how much more efficient the U.S. operating model will be across the Coca-Cola system upon completion of all territory transitions in December 2017. The strategic vision to refranchise the U.S. Coca-Cola System will enable all bottlers to better serve customers, communities and consumers with contiguous operating territories and improved, more integrated information technology platforms.

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Bret Esquivel and Darren Kattan

IMMENSE NETWORKS – ESTABLISHED 2005 –

TOP EXECUTIVES: Bret Esquivel, President, and Darren Kattan, Vice President NO. OF EMPLOYEES: 17 PHONE: 225.754.9005 WEBSITE: immense.net EMAIL: sales@immense.net

IMMENSE NETWORKS FOUNDERS Bret Esquivel and Darren Kattan were friends and classmates who shared a mutual passion for excellence in computer programming. The two were attending LSU in 2005 when they landed a contract to configure 500 laptops for an elementary school trying to reopen after Hurricane Katrina.

Word spread to other local schools, and Immense Networks was born. The Baton Rouge-based company provides a wide variety of technology planning and support to companies across any sector.

What services do you provide?

We help companies innovate and do more through technology. This means establishing relationships between your team and ours and becoming the trusted resource for almost anything technical. You can call us to make reports, deploy software or to better understand how something works.

We help businesses use their existing

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software to the fullest of its capabilities, and migrate to new software when the situation calls for it.

What values or principles guide your business?

We feel strongly that adhering to our values, and hiring those that share them, has been the key to our success as a technology company.

We believe in being: • Passionate – Love what you do.

• Persistent – Do it till it’s done.

• Comprehensive - With attention to every detail.

• Moral – In the best interest of the client.

• Dynamic – Always learning.

To what do you attribute your success?

Constantly challenging everyone on our team to outdo themselves and give clients that little extra they weren’t expecting. We believe in lagniappe.

Darren Kattan and Spencer Chance

How has your business or industry changed over the years?

Working remotely is on the rise, and being able to enter data from the field is in high demand. More software is opening to integrations, which allows us to create interesting automated workflows between applications that allow everyone to do more.

What are you most excited about for your business in the future?

As IT becomes a crucial commodity, the days of the “break-fix” IT guy are numbered. We look forward to helping our clients with business intelligence, process automation and integration between software. We want to inspire them to rethink the way technology anchors their businesses. This shift allows us to bring real value and solutions, instead of being viewed as a cost of doing business.

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Kenny Hodges and Steve Ward

ASSURANCE FINANCIAL – ESTABLISHED 2001 –

TOP EXECUTIVES: Kenny Hodges, Chris Payton and Steve Ward NO. OF EMPLOYEES: 210 PHONE: 225.448.2680 WEBSITE: LendTheWay.com EMAIL: Info@LendTheWay.com

ASSURANCE FINANCIAL STARTED in 2001 from the ground-up and has grown organically over the past 16 years. The company is a full-service mortgage banker specializing in residential lending.

What values or principles guide your business?

We have always believed in putting our clients’ needs before our own and being involved in the communities that we serve. A lot of companies say that, but when we have, at times, as many as 20 people in a meeting working on a single client’s behalf, it’s real. And, we have 25 offices in nine states currently, and each branch has the same spirit and culture.

financial crisis of 2008. The regulatory burden that our industry has faced since that time has created tremendous compliance cost. Coming through the financial crisis, or “mortgage meltdown,” our leadership team had to reinvent our business model, which has led to our success and growth over the past six or seven years.

Do you have any advice for other business owners on how to build and maintain a successful business?

The main advice would be not to settle or compromise on your hiring practices. We believe in hiring people with high character who will take care of our clients above all else. We empower them, reward them, and hold them accountable for results.

How has your business or industry changed over the years?

The main change in our business over the years is the increase in government regulation. There has never been a more challenging time to be in the mortgage banking business, but when you get it right, it’s very rewarding.

What are you most excited about for your business in the future?

Our company spent many years developing the operational infrastructure needed to support future growth.

Over the past few years, we have been able to focus on business development and growing our team in new markets around the country. We plan to be lending in every state by the end of 2019.

What challenges has the business faced over the years and how did you handle/overcome them?

The main challenge our business has faced was navigating through the

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L to R: Head of School Steve Eagleton, Upper School Director Amanda McIlwain, Middle School Head Mary Theriot, and Lower School Head and Dean of Faculty Deedra LaPlace

THE DUNHAM SCHOOL – ESTABLISHED 1981 –

TOP EXECUTIVES: Steven Eagleton, Head of School; Grady Hazel, CFO NO. OF EMPLOYEES: 123 (full time) PHONE: 225.767.7097 WEBSITE: dunhamschool.org EMAIL: admissions@dunhamschool.org

THE DUNHAM SCHOOL got its start in 1979, when a group of Baton Rouge parents began praying about forming a college preparatory school grounded in Christian faith and principles. In 1981, The Chapel School opened on the LSU campus. The school was briefly located on Lanier Drive from 1982-1986, before moving to its current location on 23 acres in the Wimbledon subdivision off Perkins Road. In 1996, the school’s name was changed to The Dunham School in honor of Katharine O. Dunham. Dunham prepares students for success in college and in life. Within the framework of Christian instruction and example, our students are challenged to think, empowered to lead, inspired to create, motivated to win and prepared to reach their God-given potential now and in the future. The school currently serves 734 students from PreK3 to 12th grade.

To what do you attribute your success?

Without question, our success is a

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result of God’s continued providence.

His continued blessing combined with the incredible talent and leadership of our administration, board, faculty and staff; the stewardship of our generous donors; and the prayers of our families have resulted in a thriving school characterized by an authentic Christian mission, strong academics, arts, athletics and leadership programs.

What values or principles guide your business?

First and foremost, we are guided

by Christian values and biblical principles. As a member of the National Association of Independent Schools, we follow the NAIS Principles of Good Practice, and we continue to invest in professional development and cuttingedge technology.

What challenges has the business faced over the years and how did you handle/overcome them?

We have faced increased competition, a declining birth rate and an economic downturn as a result of the recession, but we have approached each of these with steadfast prayer and strategic planning.

What is the biggest lesson you have learned in business?

Honest partnership with parents and transparency in dealing with parents’ most precious resource, their children, has benefitted the school through the years. We treat each child as an individual and go to great lengths to meet the different needs of the children that we serve.

The Dunham School is located on 23 acres in the Wimbledon subdivision off of Perkins Road.

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UHC Team Members L to R: Audrey Pugh, Akilah Taylor, Tracey Hood, Rachel Farmer, Brad Grundmeyer, Karl Lirette, Bill Stevens, Louisiana First Lady Donna Edwards, Angela Olden, Allison Young, Venessa Simmons, Walter McLaughlin, Cynthia Walls, Kimberly Knighten, Melanie Thompson

UNITEDHEALTHCARE COMMUNITY PLAN OF LOUISIANA – ESTABLISHED 2012 –

TOP EXECUTIVES: CEO Allison Young, COO Karl Lirette NO. OF EMPLOYEES: 500+ PHONE: 504.849.1500 WEBSITE: uhccommunityplan.com

UNITEDHEALTHCARE PROVIDES MEDICAID coverage for medical and mental health services to more than 430,000 individuals across Louisiana.

It works with health care professionals and other key partners to expand access to quality health care so that our members receive the care they need.

The provider maintains a strong focus on strategic outcomes while continuing to develop innovations that lead to improvement in the health and wellbeing of its members.

To what do you attribute your success?

We have strong brand recognition throughout the communities we serve.

As a company committed to serving people, we believe in a grassroots approach to fostering and building strong community partnerships with nonprofits, community-based organizations and houses of faith. This effort translates into customer engagement, loyalty and appreciation. Our health plan enjoys high member satisfaction

scores and strong quality results. Our employees are dedicated to improving the lives of the members we serve.

What values or principles guide your business?

We are in the business of taking care of people. Our mission is to help people live healthier lives and to help make the health system work better for everyone. The United culture is built on our

values: integrity, compassion, relationships, innovation and performance.

What challenges has the business faced over the years and how did you handle/overcome them?

Our response to the 2016 floods in Greater Baton Rouge was a proud moment for our company and employees. UnitedHealthcare provided impacted residents with more than

5,000 flood relief care packages, hundreds of employee volunteer hours and a donation of $250,000 to the Baton Rouge Area Foundation for long-term recovery. Our comprehensive business continuity plan allowed us to respond to the disaster without business interruption. We are pleased with our ability to respond in times of crisis and are proud of our employees who go the extra mile for the members they serve.

What are you most excited about for your business in the future?

At UnitedHealthcare, we are committed to transforming health care. We are continuously exploring and testing new ideas and collaborating with diverse partners to develop a simpler, more intelligent and cost-effective health care for everyone. We are positioned well for future growth and in being able to support the expansion of Medicaid in Louisiana.

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LWCC

– ESTABLISHED 1991 –

TOP EXECUTIVES: Kristin W. Wall, President & Chief Executive Officer; John Hawie, Sr. Vice President & Chief Strategy & Investment Officer; Paul Buffone, Sr. Vice President & Chief Claims Officer; Michael Stiltner, Sr. Vice President & General Counsel; Gretchen Hofeling, Vice President & Chief Financial Officer; Brent Toups, Vice President of Policyholder Services & Agency Relations; Angela McGhee, Chief Actuary NO. OF EMPLOYEES: 247 PHONE: 225.924.7788 WEBSITE: lwcc.com

IN THE 1970s and 1980s, the costs associated with workers’ compensation insurance for Louisiana employers were steadily increasing. Despite legislative reforms in both 1983 and 1989, the costs of workers’ compensation policies rose to alarming rates.

Over the next several years, one by one insurers exited the state. In 1991, led by then senator and former Gov. Murphy J. “Mike” Foster Jr., legislation was introduced to create a private, nonprofit mutual company to ensure all business operating in the state of Louisiana would be able to obtain and keep workers’ compensation coverage.

Louisiana voters approved the constitu-

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tional amendment that created LWCC and it became effective Nov. 21, 1991.

When LWCC opened for business on Oct. 1, 1992, it hit the ground running, issuing 381 policies and receiving three claims on the first day. Now in its third decade, LWCC has evolved and is proud to celebrate 25 years of business operations. As the largest writer of workers’ compensation insurance in Louisiana, currently LWCC employs over 240 people and serves over 20,000 policyholders in the state.

What services do you provide?

LWCC provides employers many services and value-added benefits includ-

ing strength and stability, underwriting, safety services, claims management, a statewide occupational medicine provider network, in-house legal and fraud units, online services, and premium audits.

To what do you attribute your success?

Hard work, perseverance and keeping our eyes on the future while keeping our feet firmly planted on the ground.

What values or principles guide your business?

We have five core values that guide our business practices and actions

every day: innovation, learning, will, connections, caring and commitment.

What’s the best management or marketing advice that someone has offered you?

Do the right things, for the right reasons, at the right time.

What is the biggest lesson you have learned in business?

Trust your instincts.

What challenges has the business faced over the years and how did you handle/overcome them?

LWCC has faced many challenges

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LWCC is not a state-funded or state-run agency. LWCC is a private, nonprofit mutual insurance company that was born out of a legislative need to provide workers’ compensation coverage to all Louisiana businesses.

LWCC 2016 Board of Directors: Back Row (L to R): Ira J. Middleberg, Patrick Mockler, John Kennedy, Byron Craig Thomson, Donald T. “Boysie” Bollinger; Front Row (L to R): Sibal T. Holt, Angele Davis, James N. “Jim” Hall, Murphy J. “Mike” Foster, Barbara F. Young; Not present: Senator John Smith, Rep. Patrick O. Jefferson, Joe D. Burns

over the past three decades, including getting the business off the ground in the beginning. Many doubted our ability to survive, yet we were able to revitalize a state’s workers’ compensation insurance system on the verge of collapse. In doing so, LWCC became a catalyst for the market shift providing stability to Louisiana and helping the market flourish and become more competitive.

Do you have any advice for other business owners on how to build and maintain a successful business?

Identify the best talent and provide the motivation and incentive for them to become a highly functioning team.

How has your business or industry changed over the years?

Both our business at LWCC and the workers’ comp industry have become

President and CEO Kristin Wall

Gov. Murphy J. “Mike” Foster Jr., known as LWCC’s “Founding Father,” was a member of LWCC’s first board of directors from 19911997. He later rejoined the board in 2011 and is still an active LWCC board member.

increasingly competitive and sophisticated. Big data plays an important role in our industry and has made everyone smarter and more agile.

What are you most excited about for your business in the future?

We have a lot of great things happening at LWCC, including two projects that will enhance our stakeholders’ experiences. We are deploying a new stateof-the-art core computer system companywide. This new integrated software will replace multiple legacy applications and will create greater efficiencies across all business processes. In addition, plans are underway to renovate LWCC’s eight-story headquarters. The new design will create a collaborative environment that promotes innovation and reflects the company’s core values, mission and vision for the future

LWCC’s board of directors declared a 2016 dividend of $90.6 million, which was distributed to over 20,000 policyholders in April 2017. It was the 14th consecutive year LWCC has issued a policyholder dividend, bringing the cumulative total returned to more than $576 million.

LWCC is pleased to offer many wellness benefits to its employees, one of which is a full-service on-site fitness facility.

LWCC’s first policyholder sent a check for their premium amount in October 1992. Unfortunately, the check was unsigned.

Fortunately, the bank honored it anyway.

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L to R: John Snow, Nick Speyrer, Phillip LaFargue, Julie Laperouse

EMERGENT METHOD – ESTABLISHED 2012 –

TOP EXECUTIVES: Nick Speyrer, John Snow, Phillip LaFargue, Abbie Speyrer, Anthony Napolitano and Julie Laperouse NO. OF EMPLOYEES: 19 PHONE: 225.372.5102 WEBSITE: emergentmethod.com EMAIL: nick@emergentmethod.com

NICK SPEYRER FOUNDED Emergent Method in 2012 after working in management consulting across the country for nearly a decade. He recognized the opportunity to build a different kind of management and strategy consulting practice in Baton Rouge: one focused around core disciplines that work to meet client needs, build strategy and implement solutions that positively impact people.

What services do you provide?

Our key services include strategic planning and project management, strategic communications, training and development, technology and service design. We work with public, private and nonprofit sector clients.

To what do you attribute your success?

At the end of the day, Emergent Method is nothing without our people and our clients. We have been fortunate to hire exceptional and diverse talent, which has enabled us to build

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trusting relationships with our clients and prove to them time and time again that there is a reason why they hire us.

We have one of the hardest working teams in Louisiana—nobody is going to outwork us.

What’s the best management or marketing advice that someone has offered you?

Organizations live and die by their

brand. If you focus day in, day out on the elements that inform your brand and build your reputation in the way you want to be known, the work and success will follow.

Do you have any advice for other business owners on how to build and maintain a successful business?

Always remember why you got into business for yourself in the first place.

What did you think you could do better than anyone else, and how would that work fulfill you? If you’re not doing it better than anyone else, or you stop being excited to come into work, it’s a sign you need to change things up and get back to your roots. | What is the biggest lesson you have learned in business?

Underpromise and overdeliver.

What are you most excited about for your business in the future?

The opportunity to continue doing work with impact. We have had the chance to work on some amazing projects that are creating transformational change. We want to continuing doing that here in Louisiana while also growing our business across the region and country.

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STONE & CLOTH – ESTABLISHED 2009 –

TOP EXECUTIVE: Kris Klar NO. OF EMPLOYEES: 8 PHONE: 225.663.6845 WEBSITE: stone-br.com EMAIL: kate@stone-br.com

STONE BATON ROUGE is a locally owned business whose mission is to enhance homes and buildings through utilization of quality, high-end natural stone and wood products. The company offers exclusive products, services and comprehensive consulting for residential and commercial remodels, as well as new construction. With a recently remodeled showroom and a boutiquelike atmosphere that is relaxing, professional and creative, Stone stands to quickly become the premier provider and distributor of marble, quartzite, granite, quartz, slab countertops, outdoor stone pavers, tile flooring and wood flooring. Now complete with additional tile, wood floor, and mosiac options.

How did your company get started?

The company was started in 2009. I was a general contractor and wanted to specialize. We started with countertop fabrication and installation. In 2014, we opened a second location and added flooring sales and installation. In 2016, we added CLOTH to our name, offering custom upholstered furniture and design resources, enabling designers and clients to more seamlessly source and purchase the trim and outfitting of a room or entire house.

What services do you provide?

Countertop sales, fabrication, and installation; flooring sales and installation; and furniture sales.

sales drastically. We had to restructure our team and incorporate new policies and procedures to keep up with the demand.

To what do you attribute your success?

Attention to every detail—both internally in the business and externally with our customers.

What’s your advice for other business owners on how to build and maintain a successful business?

Set measurable goals for monthly, one-year, three-year, five-year, and 10-year benchmarks, and review your progress daily.

What’s the best management or marketing advice anyone has ever given you?

Prioritize quality over volume.

What challenges has the business faced over the years and how did you overcome them?

The flood of 2016 increased our

What is the biggest lesson you have learned in business?

Watch your money, or someone else will. It is essential to stay on top of all financial aspects of the business for it to succeed.

What values or principles guide your business?

We are guided by the principle that taking care of our employees will create a positive attitude that leads to better customer care. So we take extra time and focus in our hiring process to ensure we recruit team members who truly care about the success of the business and our customers.

How has your business or industry changed over the years?

Stone has moved from a countertop supplier to a comprehensive resource for contractors and interior designers. We do so much more than countertops, flooring and furniture to make our clients’ lives easier.

What are you most excited about for your business in the future?

Growth, both through additional product lines and locations outside of Baton Rouge.

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L to R: Jason Lasseigne, Shawn Usher

SPARKHOUND – ESTABLISHED 1998 –

TOP EXECUTIVES: Shawn Usher, CEO; Jason Lasseigne, Managing Partner; Tommy Mann, Managing Partner NO. OF EMPLOYEES: 200 across four offices in Baton Rouge, Birmingham, Dallas and Houston PHONE: 225.216.1500 WEBSITE: sparkhound.com EMAIL: contactus@sparkhound.com

PUT SIMPLY, SPARKHOUND exists to help clients achieve their goals through the power of technology. Shawn Usher founded the company in 1998 after the realization that many technology vendors lose sight of their clients’ actual business goals. Its results-oriented approach is designed to make sure what it delivers truly meets its clients’ aspirations. Services include business consulting, managed services and technology implementation, such as data and analytics, custom application development, and cloud and digital transformation.

To what do you attribute your success?

Our team truly seeks to make a difference in our clients’ businesses. Their skills and insight ensure we deliver quality technology solutions that drive improvement.

What values or principles guide your business?

We believe in creating value by being outcome-driven, “go-to” people who focus on our clients first, while working

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as one team and having fun along the way.

What’s the best management or marketing advice that someone has offered you?

Surround yourself with the right people.

the resulting impact on both our identity, and how we lead a team across multiple locations. We stay grounded by keeping our primary focus on our clients’ business goals. And, we’ve made collaboration among our team a top priority, so that each member feels connected no matter where they work.

What challenges has the business faced over the years and how did you handle/overcome them?

Our biggest challenges have been associated with our rapid growth and

What is the biggest lesson you have learned in business?

Build the right team to accomplish the mission. And if you ever feel you can’t delegate initiatives to them, it’s

time to either grow or make changes to your team.

How has your business or industry changed over the years?

The technology industry continues to rapidly evolve. Cloud adoption, mobility, and increasing savviness of technology users has many complex technologies becoming commoditized in the form of SaaS (software as a service), cloudbased infrastructure, and machine learning. The winners in this new world will understand that implementing technology is the easy part. Providing value-added solutions is where real impact lies.

What are you most excited about for your business in the future?

The impact that digital transformation is having on business and the opportunity for our company to be a leader in it.

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Mike Lemoine, Mike Rice, Lenny Lemoine, Rudy Comeaux

THE LEMOINE COMPANY TOP EXECUTIVES: Lenny Lemoine, Van Champagne, Don Broussard, Greg Landry, William Lemoine, Mike Rice, Seth Lemoine, Leon Foster and Rudy Comeaux NO. OF EMPLOYEES: 200 PHONE: 225.383.3710 WEBSITE: lemoinecompany.com EMAIL: contact@lemoinecompany.com

FOUNDED BY LEWIS L. “Hoss” Lemoine in 1935 as The Cottonport Lumber Company, The Lemoine Company was born from small town roots, humility and determination. In 1973, the company launched a commercial construction division under the leadership and vision of Tim Lemoine.

Tim and his brother, Lenny Lemoine, grew the family business, relocating its headquarters to Lafayette in 1983.

Full-service offices were opened in Baton Rouge in 2006 and New Orleans in 2012.

The Lemoine Company is built on a foundation of trust. Our reputation has allowed for an astonishing 85% repeat customer base.

What values or principles guide your business?

We believe that people are our great-

est asset, and that the work ethic, attention to detail and integrity of our team members help us achieve our purpose: to deliver excellence in construction while enhancing the lives of all involved. In addition, our No. 1 core value is Safety. We are committed to providing a positive and safe work environment for every person every day.

What’s the best marketing advice that someone has offered you?

Don’t try to create a brand that you can’t deliver. You are what your customers say about you.

What services do you provide?

Preconstruction, general contracting, commercial building, municipal, construction management, design-build and disaster recovery.

What is the biggest lesson you have learned in business?

Once you have the right people, it’s 10% strategy and 90% execution.

To what do you attribute your success?

Great employees and customers, hard work, strong values and an unwavering commitment to excellence.

How has your business or industry changed over the years?

The skilled workforce has diminished drastically, while expectations have

increased. Project leaders have to be more proactive with quality control than ever before.

What are you most excited about for your business in the future?

We have a great team of young, talented leaders who are aligned around a common purpose: to exceed customer expectations and deliver excellence.

With a focus on corporate growth, geographic expansion and operational improvement, Lemoine is constantly evaluating new opportunities that will grow the firm’s revenues, while maintaining the same relationship-focused methodology it was built on.

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