2023 Annual Report

ANNUAL REPORT PROFILES OF SUCCESS

WE KNOW EVERY TIGER’S BLOOD TYPE.

With our medical team behind them, every Tiger gets the outstanding care that sets them up for greatness.

CONTENTS

ANNUAL REPORT highlights many of the capital city’s successful businesses, and celebrates the leadership and innovation they demonstrate. In this special section, they share information about their history, culture and upcoming plans. We hope you enjoy learning about this year’s participants and the impact they have on our community.

Publisher: Julio Melara

EDITORIAL

Chief Content Officer: Penny Font

Corporate Media Editor: Lisa Tramontana

Executive Editor: JR Ball

Managing Editor: Allan Schilling

Online News Editor: Deanna Narveson

Staff Writers: Holly Duchman, David Jacobs, Eric Taylor

Digital Content Editor: Dillon Lowe

Contributing Writers: Sam Barnes, Erin Bass, Lucia Bellanger, Rebekah Maricelli, Olivia McClure, Domenic Purdy, Maggie Heyn Richardson, Meredith Whitten, Emma James-Wilson

Contributing Photographer: Don Kadair

ADVERTISING

Sales Director: Kelly Lewis

Senior Account Executive: Judith LaDousa

Account Executives: Emma Dubuc, Angie Laporte, Meredith Laborde, Matt Wambles

Advertising Coordinator: Brittany Nieto

STUDIO E

Director: Taylor Gast

Multimedia Strategy Manager: Tim Coles

Content Strategist: Emily Hebert

MARKETING

Marketing & Events Coordinator: Taylor Falgout

Marketing & Events Assistant: Hillary Melara

Events: Abby Hamilton

ADMINISTRATION

Business Manager: Tiffany Durocher

Business Associate: Kirsten Milano

Office Coordinator: Sara Hodge

Receptionist: Cathy Varnado Brown

PRODUCTION DESIGN

Production Manager: Jo Glenny

Art Director: Hoa Vu

Senior Graphic Designers: Melinda Gonzales

Galjour, Emily Witt

Graphic Designer: Ashlee Digel

AUDIENCE DEVELOPMENT

Audience Development Director and Digital

Manager: James Hume

Audience Development Coordinator: Ivana Oubre

Audience Development Associate: Catherine Albano

A publication of Melara Enterprises, LLC

Chairman: Julio Melara

Executive Assistant: Brooke Motto

Vice President Sales: Liz McCollister Hebert

Chief Content Officer: Penny Font

Chief Digital Officer: Erin Pou

Chief Operating Officer: Guy Barone

Chairman Emeritus: Rolfe H. McCollister Jr.

Volume 41 - Number 10

paid at Baton Rouge, La. Subscription rate is $59.00 for 12 issues, with 3 additional issues published annually in April, May and December.

POSTMASTER: Send address changes to The Greater Baton Rouge Business Report 9029 Jefferson Hwy. Ste. 300, Baton Rouge, LA 70809. The Greater Baton Rouge Business Report cannot be responsible for the return of unsolicited material— manuscripts or photographs, with or without the inclusion of a stamped, self-addressed return envelope.

in this publication is gathered from sources considered to be reliable, but the accuracy and completeness of the information cannot be guaranteed. No information expressed here constitutes a solicitation for the purchase or sale of any securities.

(Information in these profiles was provided by the advertisers.)

You search – we find!

The East Baton Rouge Parish Library is committed to strengthening local business, promoting workforce development and supporting entrepreneurship. We continue to increase services for our business community. Our resources deliver current training, research, and skills development opportunities to ensure that local businesses’ needs are met at all levels to help them compete globally.

Our 14 locations provide programs, services, and resources for all ages that add to the quality of life for business professionals and their families, further advancing your company’s ability to attract and retain new employees. Our SMALL BUSINESS SERVICE includes free programs, resources and tools to help your business grow, and offers free consultations with Business Librarians. They can guide you in the use of robust tools such as Data Axle Reference Solutions, Mergent Intellect, and Gale Business: Plan Builder.  Business Librarians can also design a curated collection of Continuing Ed courses for you and your staff. Contact them at smallbusiness@ebrpl.com.

As we expand our workforce development and emerging technology offerings, the Library diligently strives to assist in the forward momentum of Baton Rouge’s economic development. We will continue responding to your needs, working toward growth and development. Check us out at www.ebrpl.com.

KRISTEN EDSON Interim Library Director

Centennial calls for grateful and joyful celebration

We are grateful for the visionary and courageous Franciscan Missionaries of Our Lady who established Our Lady of the Lake School of Nursing 100 years ago, and we joyfully celebrate the continued vibrancy of what is now FranU. The University’s commitment to honoring and preserving the legacy of our founders in rooted in our dedication to educating and forming Franciscan servant leaders of all faiths. Thank you for celebrating with us and for supporting FranU’s timeless mission of service to the community. Know that we shall continue to ensure that current and future generations of students thrive and serve. Here’s to the next 100 years of Franciscan higher education in Baton Rouge!

TINA HOLLAND President

The new normal

It has been great to be back to some semblance of normalcy in the business world. Although it is definitely not the same, you can see some pre-Covid characteristics out there. I think people in general miss the normalcy of our office lives … at Gulf Coast, it has definitely made us come out of our comfort zone to address our customers’ needs in different ways. I am so proud of our employees for not missing a beat and staying committed to our customers’ objectives and delivering when they need it most.

We have recently renovated our Baton Rouge office, which we moved into during Hurricane Katrina and we are enjoying the atmosphere. We continue to work to bring our marketplace the latest in technology, allowing our customers to streamline business processes and do more with less. We will also continue to invest in our city and in our community partners to try and make Baton Rouge the best it can be.

TREY BEALL President

A new era of healthcare solutions

Since 1999, Century has built a highly regarded reputation as a provider of excellent therapy and consulting services to skilled nursing and senior living facilities. Building this reputation required expertise, outstanding care, cutting-edge technology and advanced clinical programming. Our ability to innovate over the years to provide comprehensive care to skilled nursing facilities is what allows us to continue our operational excellence.

As the healthcare industry continues to face the most significant healthcare worker shortage in recent history, we have been able to pivot and expand our recruiting abilities to fill the gap. We have always believed that without a consistent group of caretakers, you can’t provide outstanding care or increase your census. If you can’t take on new patients, you can’t grow.

While other organizations struggle to fill positions, we have responded by expanding our internal recruiting team and applying its services to a wide variety of healthcare facilities and roles. Our approach blends experience, industry-leading technology, and most importantly, a tenacious and persistent approach to finding qualified candidates and keeping them engaged throughout the hiring process. We have evolved to provide a suite of healthcare solutions that allows our clients to achieve both their clinical and financial goals.

RICHARD PELLERIN President

FRANCISCAN MISSIONARIES OF OUR LADY UNIVERSITY (FRANU) ]

100-year legacy of faith, education and service

A LOT HAS changed in the past century— and Franciscan Missionaries of Our Lady University is no exception. From medical advances and new technologies to organizational and programming shifts, this institution dedicated to educating healthcare professionals looks much different than when it was founded 100 years ago.

One key thing, however, has not changed: the university’s Catholic identity. Values such as service to others and commitment to the community are central to the FranU educational experience.

“We will always maintain those timeless teachings that go along with being a Catholic university,” says President Tina Holland. “But we apply those teachings to a changing world so that our students can have that strength and all of the technical capabilities they need to stay on top of the

changes in technology.”

FranU began a century ago as a nurse training facility operated by Our Lady of the Lake Hospital. Over time,

the institution transformed into a college and, more recently, a university. Degree offerings grew over the years from nursing diplomas to associate’s

and bachelor’s degrees to doctorates. Maintaining Catholic principles is critical, Holland says, in preparing students for careers in healthcare. They’ll be working in jobs that have a profound impact on the Baton Rouge community, where their care and concern for people in their hour of need can truly make a difference. And, she adds, it’s important to provide students a solid moral foundation to guide them in making tough decisions.

FranU is now embarking on its second century of educating the next generation of not just nurses, but also respiratory therapists, medical administrators, physical therapists and many others.

Leaders are developing a longawaited unified, identifiable campus after years of its roughly 1,200 students being spread across 12 different buildings—something they believe will

(From left) Board Chair Craig Netterville and President Tina Holland

From the President

improve learning experiences and encourage collaboration.

The campus is to be anchored by St. Francis Hall, which is nearing completion.

“You would think you were in a mini hospital,” Holland says of the hall, which features simulated inpatient and outpatient areas. It’s packed with all of the latest medical technologies. And Holland is particularly proud of all of the places for students to gather: study and social rooms, worship areas, a library, a café, even artificial intelligence and maker spaces.

“There was not a feel or experience of a community of learners sharing a common development process and helping one another,” Holland says of the existing campus. “We had students studying in their cars. One image that will always be in my head is looking out the window of my office, which was in a converted PT building, and seeing

1923

about a dozen kids sitting in the bed of a pickup truck with their coffee and open books, and it was finals week and they were quizzing each other. That was their student lounge: a bed of a pickup truck.”

Craig Netterville, FranU board chairman, says St. Francis Hall is a sign that “after 100 years, we’ve arrived.”

“I think it’s going to springboard us into the future, and we’re very excited about it,” he says.

Netterville adds that the expansion is beneficial for the entire community as FranU works to meet the needs of both today and tomorrow.

“What’s really unique about the university is we have such a high return on investment for the students and their parents,” he says.

“We have nearly 100% placement within 12 months for all of our graduates. Not only are we feeding the need for healthcare professionals, but also for jobs for our graduates.”

Established in 1923 by the Franciscan Missionaries of Our Lady, the School of Nursing began in conjunction with the establishment of Our Lady of the Lake Sanitarium in the Capitol Lake area of downtown Baton Rouge, Louisiana. The school was an integral part of the new hospital’s program of service to the community.

HIGHLIGHTS

2016

Our Lady of the Lake College was renamed Franciscan Missionaries of Our Lady University in October. The Franciscan Missionaries of Our Lady University was organized into three academic schools: the School of Arts and Sciences, the School of Health Professions and the School of Nursing.

2021

It is with great joy and gratitude that we celebrate our Centennial.

We are grateful for the visionary and courageous Franciscan Missionaries of Our Lady who established a school of nursing in 1923 to help meet the growing local healthcare needs. Following their example, the school, now a university, has developed new programs and innovative methods to respond to the expanding and increasingly complex needs in healthcare. We appreciate the privilege of continuing the Sisters’ higher education ministry.

FranU’s Centennial is a joyful celebration because it marks the continued vibrancy and ongoing relevancy of an historic institution. Through all the changes that have occurred over the past 100 years, one essential constant is the Franciscan foundation upon which the University was founded and built. Our Franciscan joyfulness of spirit endures as we work endlessly to ensure that current and future generations of students thrive and serve.

Thank you for this opportunity to express the joy and gratitude with which we celebrate 100 years of Franciscan higher education in Baton Rouge. We honor and preserve the legacy of our founders by continuing the good work that has been so faithfully pursued by so many for so long.

TINA HOLLAND President

Franciscan Missionaries of Our Lady University received financing approval for the first major building project in the history of the University. The 75,000 square foot, three-story building will be dedicated to academic and student development functions at both the undergraduate and graduate levels.

Drawing strength from a diverse, specialized portfolio

PALA IS CELEBRATING its 50th anniversary in stellar fashion, as it will mark a record year in revenue for the employee-owned industrial contractor. It wasn’t by accident. PALA has built a reputation upon its decades-old commitment to delivering high-quality projects using the safest construction practices.

From day one, diversification has been the name of the game for PALA, and that has enabled it to weather a host of economic storms. Led by Scott Couper, the original contracting entity, PALA Interstate has literally been expanding and transforming itself since its founding in 1973 as a contractor in the sugar industry. Not long after, the company moved into the pulp and paper, refining and petro-

chemicals sector, then later formed its Aboveground Storage Tank and ASME Vessel construction operations.

In 2012 PALA created the SMART Safety Group from the ground up, drawing from one of its core values, safety.

In 2017, PALA acquired U.S. Fusion & Specialty Construction, providing specialty installation and welding of plastic pipe and liners, and in 2021 created ELITE Helical Solutions to expand into the helical piles market.

More recently, PALA acquired ARCCO Power Systems, a leading provider of industrial generators and service as well as emergency response.

As a result, they’re a very horizontal, diversified and collectively stronger,

TOP EXECUTIVES: Scott Barringer, CEO; Gay Young, CFO; Barry Abshire, CRO; Craig Pierce, Vice President-Finance; Jamie Coots, Controller ADDRESS: 16347 Old Hammond Hwy., Baton Rouge, LA

President & CEO Scott Barringer (standing)

Travis Blair, left, and Dustin Miller, President of U.S. Fusion

From the CEO

organization. Each company is run independently and has its own president and COO. “Our various businesses serve diverse end markets and have few customers that overlap,” says Scott Barringer, PALA President. “We let them run their businesses while we provide oversight to ensure they stay true to our values, ethics and risk tolerances.”

The presidents of the various companies meet regularly to provide business updates, point out potential opportunities, and seek ways to work collaboratively that are beneficial to the larger group. “But at the end of the day, they retain their individuality as companies,” says Craig Pierce, Vice President – Finance, “but benefit from being part of a diverse group of enterprises.”

That’s important since each company has its own identity, areas of expertise and unique backgrounds. “It’s important that they don’t abandon those things that made them who they are,” Barringer says. It has been a successful business model so far that has led to unparalleled employee retention. A lot of the credit also goes to the PALA culture. Put simply, it’s a great place to work, where employees support,

Transformation

PALA began as an industrial contractor in the sugar mill industry, and today, is an employee-owned diversified group of companies.

challenge and respect each other.

Another big differentiator … in 2008, PALA became an employee-owned company via acquisition from the original founding family owners. Barringer says selling the business to the employees was a huge milestone. “The original owners had many offers to sell to competitors, but they didn’t want PALA to change as a company and how it operated. They were proud of what they had created and wanted to see that continue. Selling to the employees gave them that assurance.”

While the first five years of the transformation were challenging, the company ultimately succeeded through the consistency and willingness of management and the employee owners. They’re currently reaping the rewards, as they continue their quest to increase shareholder value.

Today, PALA is a group of growing companies relentlessly focused on delivering the best possible service to its customers and creating value for its dedicated group of employee owners. They strive to provide the most responsive services that deliver exactly what is needed, when it’s needed.

HIGHLIGHTS

Safety First

In 2012 PALA created the SMART Safety Group from the ground up, drawing from one of its core values, safety—a value that applies to all of its companies.

This year we celebrate our 50th anniversary in business from our beginnings as an industrial contractor in the sugar mill industry to the employee-owned diversified group of companies we are today. Reflecting back, I am proud of the successes our companies have achieved. Being in business for so long has meant that we have faced numerous challenges over the years which we have met through the dedication and perseverance of our 500+ employee owners. Today, I feel more confident than ever in our leadership teams as we continue to do what has made us successful— providing our customers with world class services delivered safely and on time. 2023 is not only our 50th anniversary but is shaping up to be a record year as well. I know I speak for the rest of the employee owners when I say we always believe the best times are ahead of us. We are looking forward to many more records and milestones in the future.

SCOTT BARRINGER CEO

2023

As the company celebrates its 50th anniversary, PALA also marks a record year in revenue.

The presidents of the various companies meet regularly to provide business updates, point out potential opportunities, and seek ways to work collaboratively that are beneficial to the larger group.

(From left) Scot Millican, Tom Sanders, President of ARCCO, Allen Bonnecaze

Brandon Chapman, President of SMART Safety

New partnership ensures a secure future for clients

IN 1983, EDWARD Shobe planned to create a company to help people pursue their financial goals through trusting, long-term relationships. What set his company apart was his focus on taking care of people rather than finances. His vision became the solid foundation of The Shobe Financial Group, which has provided clients with comprehensive financial planning and guidance for 40 years.

As founder and chairman, Shobe is proud of the legacy he has created. “It’s part of our culture to support each other and our clients’ best interests as if they were our own family. It’s been that way from the very beginning.”

Financial planning needs differ from person to person, depending on their current situation, lifestyle, income, and long-term goals. Shobe Financial’s seven Certified Financial Planner (CFP®) professionals and experienced admin team have encountered just about any scenario you can imagine.

For instance, some clients’ priorities revolve around their growing families,

including buying a home, paying for their children’s education and building a legacy to pass on to them one day. Others are focused on retirement and seek advice on saving or investment plans. Still others may be business owners who need strategies to manage taxes and liability exposure while maximizing their profits or planning to sell.

Potential clients start with a personal

consultation that allows both parties to see if they are a good fit. That includes an inventory of the client’s life goals, present financial position and current financial plan, if one is in place. If Shobe Financial and the client are a “match,” the planning might include tax and estate planning strategies, a saving and investment plan, even help in preparing to buy or sell a business.

Shobe Financial’s advisors can pro-

vide coaching in such cases, but Jason Windham, President, is quick to add that our goal is not to be the budget police and while we may make recommendations, we don’t make judgments. “We are in a partnership with our clients,” he says, “and the client’s decisions are their own. We share our knowledge with them and map out a likely scenario if they go this way or that. But they always have the power to make their own choices.”

And as everyone knows … even the best laid plans can go awry. Major life changes often emerge unannounced— health issues, divorce, loss of a job, or death of a spouse. Windham likens it to a journey on the water.

“You can look far into the distance at the place you want to go and start heading in that direction. But things happen,” he says. “Storms come up, problems arise … and you have to make course corrections. It’s the same with financial journeys. It takes a lot of effort to stay the course because

change is just a part of life.”

“One of our unique traits,” says Shobe, “is that we want to help our clients, not sell them something. Many of our clients have been with us for decades and that’s because they trust us to help them make smart decisions that allow them to pursue their financial goals.”

As for the future of the company, The Shobe Financial Group has been quietly making plans for the past two years to merge with Carson Wealth of Omaha, NE. The firm announced the news on March 13. Carson Wealth, also a 40-year-old independent advisory firm, is focused on building strong relationships with clients. The merger

1983

Ed Shobe’s vision of helping people achieve their financial goals becomes the foundation for The Shobe Financial Group. His philosophy is to focus on taking care of people rather than finances.

was a big decision but also an easy fit.

“They share our culture,” says Shobe. “We both bring certain strengths to the table, which will allow us to enhance all of our services for our clients.”

“I could not feel any more excited about getting to work with the Shobe Financial team,” says Jamie Hopkins, Managing Partner of Wealth Solutions at Carson Wealth. “Ed and Jason have built such an amazing culture. Both Shobe Financial and Carson Wealth put clients first and lead with planning. Perhaps no one in the country does that better than the Shobe Financial team. I’m excited about the impact we can have on our clients’ lives together. This is all about

HIGHLIGHTS

2007

2023

bringing together amazing people and delivering a best-in-class offering to our communities.”

High-tech and high-touch will come together as a result of the merger.

“Carson Wealth has many resources including attorneys, CPAs, and CFP professionals, plus a great technology offering,” Hopkins says. I’m excited to learn from the Shobe team how they have integrated financial planning for their clients as they offer such high-touch service. It has made them extremely trusted and respected professionals. Our partnership will allow us both to continue to serve clients in a robust manner with a client-centric financial planning offering.”

From the Founder & Chairman

In 1983, having been in the financial services industry for almost 20 years— and recognizing most people invested little time in creating a plan for managing their personal finances— it was my goal to build a business to help people pursue their life goals with proactive planning and management.

I also hoped to build a team of professionals who shared this goal. I am truly amazed by our team, and I feel great about the lives we’ve changed for the better through the high-trust relationships we’ve built with our clients. We have helped many people pursue their life goals, and there is no better feeling.

As we enter our 41st year in business, we are partnering with Carson Wealth to ensure our clients and our team are always cared for. This partnership is our succession plan and provides our clients and our team members with the security of knowing we will be here for the next 100 years!

EDWARD SHOBE Founder & Chairman

“

” Financial planning needs differ from person to person, depending on their current situation, lifestyle, income, and long-term goals. Shobe Financial’s seven Certified Financial Planner (CFP®) professionals and experienced admin team have encountered just about any scenario you can imagine.

(From left) Edward Shobe, Founder & Chairman, and Jason Windham, President

The Shobe Financial Group celebrates its 40th anniversary and in March, merges with Carson Wealth of Omaha, NE.

Jason Windham starts his tenure as president and Ed becomes chairman of the company.

New design center part of 20th anniversary celebration

EACH MONTH OF this year will be a celebration for The Design Studio (TDS), all leading up to the firm’s 20th anniversary in July. It’s been a busy transition from 202223 for TDS, with new digs and warehouse consolidation on the agenda, but Owner Becky Walker is committed to both her staff and clients.

“We are a longevity company,” she says. “Owning a small business has its benefits. We can be flexible and grow quicker.”

A graduate of Louisiana State University’s School of Interior Design, Walker spent the first 10 years of her career working for a contract furniture group. That’s where she learned the basics and the need for a strong foundation in business. She also learned that she wanted to create a positive work environment in her own company.

When she started TDS in 2003, she knew she wanted to focus on both residential and commercial design, along with growth experiences for

her staff members. Kayce Millet has been with the company for 15 years, essentially serving as CFO and recently adding procurement manager to her title. Jessica Virgets started out doing business development and marketing six years ago and has since become a

design consultant. Former intern Isabel Oatley is now a junior designer after two years with TDS.

“We have an incredible team right now, and I’ve had only incredible and talented staff members for 20 years,” says Walker. She also gives credit to

external team members, from the architects, contractors, electricians and plumbers to the flooring installers, seamstresses, painters and others who work with TDS on a regular basis.

“We are big on putting out there that we’re a turnkey company,” explains Walker. This means that TDS can take a client all the way from the concept phase—which starts with a conversation—to developing a floorplan with fabrics and finishes, creating a furniture package, coordinating delivery and installation and, finally, styling the space.

TDS also provides contractors with a handbook of details about the project so that the entire construction team can work as quickly and efficiently as possible.

“We get a lot of referrals from contractors and architects who see our processes and then highly refer us,” says Walker.

The company’s new digs at 7575 Jefferson Hwy. will only enhance those

ENGQUIST DEVELOPER

turnkey services by offering a design center and office all in one—with STONE’s showroom right next door. TDS’s sister company, TDS Staging Products and Services, will also be housed in the new location, and warehouse space will be about half a mile away.

Walker started TDS Staging seven years ago after noticing a gap in those services. “A non-staged home is better than a badly staged home,” she says. “Everything we do is strategic and thought out. We use neutral colors to let the construction shine and try to lessen the confusion for the buyer with interior staging.”

One of Walker’s business strategies is not to put all her eggs in one basket. That’s why TDS covers the residential,

The Beginning

commercial and multi-family markets. The latter has been very successful, and TDS has worked on multi-family projects throughout the southeast. Another area added over the years is working with companies like Level Homes to provide professional interior design services to homeowners.

The newest area of services for TDS is e-design, a remote design service that includes a consultation, inspiration images and floorplan, but allows the client to purchase items on their own time.

“Our e-design services are still in the infancy stage, but they are becoming more popular. We look forward to growing and marketing these services in the coming year,” says Walker.

For now, she and her team are

HIGHLIGHTS

E-Design

busy planning anniversary events, moving into the new warehouse and getting the office space and design center ready for a planned opening in mid-April.

Walker gives credit to her husband, Len, her parents and her son, Jack, for supporting her through the years. Jack turns 20 this year along with The Design Studio and has started working with TDS Staging when he’s not in school.

“We are client-based, but I put just as much effort into my staff, processes and procedures and my family,” says Walker. “I’m excited to continue evolving the business and see what the next 20 years bring.”

What’s New

Walker

From the Owner

My business grew out of my work experience after college and some of the challenges I faced. Sometimes in business, you learn what you don’t want. I wanted a healthy and positive work environment for myself and my staff. This has been very important to me over the past 20 years of running The Design Studio. We all wear many hats here and have added and changed hats over the years as employees have grown and acquired different skills. When anybody brings an idea to the table and I feel like it will benefit us globally, I’m always open to listening to their suggestions.

BECKY WALKER Owner

Becky Walker established The Design Studio in 2003 with a focus on residential and commercial design, and a desire to create a positive work environment.

One of the company’s newest services is e-design, a remote design service that includes a consultation, inspiration images and floorplan, but allows the client to purchase items on their own time.

and her team are busy planning 20th anniversary events, moving into a new warehouse and getting the office space and design center ready for a planned opening in April 2023.

DEVELOPER - AMESBURY COMPANIES (ABOVE & RIGHT)

ENGQUIST DEVELOPER

OVER THE LAST 50 years, ITI Technical College has helped thousands of students from Greater Baton Rouge earn degrees and land stable, meaningful work, living up to its brand promise, “For a Better Life.”

The locally owned technical college was founded in 1973 by the late Joe Martin, Jr. and has played an important role in helping close the labor gap in the Capital Region. The Airline Highway institution’s expert instructors and leading-edge classrooms train students to be job ready.

“What we’ve been able to do for adults looking for new opportunities has been incredible,” says ITI Technical College President Joe Martin, III. “Our specialty is to train unemployed or underemployed people in new skills that yield new careers.”

ITI’s model for success has earned the college numerous national accolades. In 2022, Georgetown University

ranked ITI #1 in Louisiana in its Ranking of 4,500 Colleges by Returnon-Investment, ahead of both LSU

and Tulane University. The ranking also listed ITI as Top 10 in the nation among two-year associate degree programs. The college was one of 14 schools nationwide to be named a School of Excellence by the Accrediting Commission of Career Schools and Colleges (ACCSC) in 2020. And in 2017, Forbes Magazine included ITI among its Top 30 Twoyear Trade Schools in the country.

ITI Vice President Mark Worthy says the college has also been praised for its ability to bring STEM education opportunities to diverse students. In 2020, ITI was named 2nd of 100 institutions in producing STEM degrees earned by African American students by the Diverse Issues in Higher Education council.

“We feel this is so important,” Worthy says. “These are degrees that

lead to jobs with stable salaries and that give our graduates a path to continuous advancement.”

Since it was founded, ITI’s degree programs have dovetailed with the workforce needs of the Capital Region. Many employers also serve in an advisory capacity to the college ensuring curriculum programs reflect the needs of the job site.

Some students walk through ITI’s front doors knowing what they want to study, while others are undecided, Worthy says. Undecided students meet with an advisor who helps them narrow a best fit career.

Students earn a two-year Associate in Occupational Studies (AOS) degree in one of the following programs: Air Conditioning, Refrigeration & Electrical Technology; Automation

& Electronic Systems Technology; Construction Management; Drafting & Design Technology; Instrument & Control Systems Technology; Information Systems Technology; Office Administration; and Process Technology. Courses rotate every 12 weeks and are offered in morning or evening segments. The college also offers certificate programs.

About 60% of students enroll in ITI because friends or family members are former students, Worthy says. “They see how others have been successful and they want the same thing,” he says.

A key reason for student success, Worthy says, is the college’s low student-teacher ratio and its supportive culture. “We are committed to putting the student’s needs at the center,” Worthy says.

Humble Roots

ITI was formed in 1973 to fill the needs of local industry by providing highly trained technicians while giving members of the community a chance at “A Better Life.”

“As a small institution, we’re able to create a high-touch environment that fosters success.”

ITI is a private college, but several different financial aid opportunities exist for students who qualify, says Administrative Director Michael Champagne. “Most students qualify for some type of assistance,” Champagne says.

Prior to graduating, students meet with career counselors who stay in contact with local employers, including companies like ExxonMobil, Methanex, Dow, Fusion Architects and others. “We have a lot of employers who will just pick up the phone and tell us what they’re looking for,” Champagne says. “They know they’re going to get a good hire from ITI.”

Nationally Recognized College

Throughout the years, ITI has been recognized by sources such as Forbes magazine, Georgetown University Center on Education and the Workforce, and our accreditor ACCSC as one of the top 2-year technical colleges in the nation.

From the President

Someone asked, “What makes ITI different from any other college?” It’s simple … our instructors and staff! Because we are considered a small college, our employees can personally work to help each student succeed. Our success is measured not only in the college’s achievements but also in the success of each student learning a trade, graduating and finding a career they can retire from. Of all the accolades ITI has received, I am proudest of the Georgetown study. It showed ITI as number one in Louisiana measured by return on investment, which is the college cost versus return in salaries between 10 and 40 years. Our graduates’ return on their investment is our greatest contribution to the Baton Rouge community.

JOE MARTIN III President

50 years and Into the Future

As we celebrate 50 years and look towards the future, we continue to evolve with changing technologies to meet the demands of the industries we serve.

“ ” The college has also been praised for its ability to bring STEM education opportunities to diverse students. In 2020, ITI was named 2nd of 100 institutions in producing STEM degrees earned by African American students by the Diverse Issues in Higher Education Council.

College intertwines technology, innovation, and entrepreneurship

AT A TIME when college enrollment is dropping dramatically across the nation, the Louisiana Tech College of Business continues to grow in both size and rankings, offering undergraduate students a 98 percent career placement rate six months after graduating and MBA students a 100 percent career placement rate at commencement.

“As we continue to grow our enrollment, we also celebrate the increased academic achievements of our students,” said Dr. Chris Martin, Dean of the Louisiana Tech College of Business. “Our graduates leave Louisiana Tech prepared to be innovative and ethical leaders in today’s rapidly changing business environment. Their accomplishments are a significant measure of our success.”

Ranked as a Best Online Program (the highest in the state), Best Graduate Program, and Best Undergraduate Program by U.S. News & World Report, the College also accepted honors for Best Online MBA,

Best MBA, and Top 25 Most Affordable Online MBA from Fortune magazine.

Dr. Martin attributes these significant accomplishments to several areas the College prides itself on, including a faculty of top-notch researchers and

experienced classroom professors who are invested in students experiencing both impactful research and a quality classroom experience. While ensuring that both in-person and online students experience high levels of engagement,

the majority of the College’s faculty teach at the undergraduate, Master’s, and doctorate levels.

The College has approximately 1,500 students, providing hands-on learning experiences that include high levels of interaction and engagement with both faculty and industry leaders. Louisiana Tech alumni who live everywhere from Baton Rouge to New York City tend to stay invested in the school, often serving as speakers for the College and mentors to students.

With a mission to intertwine technology, innovation, and entrepreneurship across their curriculum, the College expects students to leverage technology to its fullest so they are well prepared to continue that after graduation.

“Our market-responsive programs are uniquely crafted to teach students to take ideas and move them through an organization, whether they work for a start-up or a Fortune 500 company,” said Martin. “Our eight undergraduate

majors, ranging from accounting to sustainable supply chain management, teach students to understand and leverage everything from data analytics to the role technology plays in an organization.”

For example, over a yearlong period, finance students begin managing $1 million in investment funds at the undergraduate level, while those studying marketing consult with actual businesses and students in economics courses publish thorough quarterly economic updates.

“These signature programs in each major provide students with real-world experience and aim to enhance learning outcomes,” said Martin. “Since participation is for a full academic year, students are able to see a bigger picture rather than only seeing something over a quarter.”

Students at the College are

also offered concierge-level career-placement services as early as their freshman year that begin building confidence in a business setting. From speed interviewing workshops to etiquette dinners, students at all levels and in all programs can start preparing for professional roles they may hold down the road.

In addition to the expansive undergraduate and graduate programs the College offers, it also held the first Louisiana Tech University School of Banking in June of 2022. Forty-seven bankers from across Louisiana and Mississippi with three to five years of experience attended the weeklong professional development program designed to expand the skills and knowledge base of rising bank leaders.

Working with the Louisiana Bankers Association, courses are taught by more than 20

2021-2022

99% of La. Tech business grads placed in a job or graduate program within 6 months of graduation.

faculty members, top banking executives, bank consultants and regulators, covering topics like operations, risk management, liquidity, marketing, cybersecurity and regulations.

Nearing eight years at the helm, Martin has overseen many achievements for the College including record enrollment, top placement ranks, and the Graduate Certificate in Information Assurance’s re-accreditation by the NSA’s National Centers of Academic Excellence in Cyber Defense.

“Employers like IBM, Amazon, the FDIC, KPMG, RoyOMartin, and Salesforce know how impactful Louisiana Tech’s programs are because they’re hiring our graduates,” says Martin. “We have no intention of stopping— the best is yet to come, and we invite anyone who’s interested to see the great things happening here.”

HIGHLIGHTS

2022

The college reached record enrollment of 1,502 students in the fall of 2022.

From the Dean

The past year was quite the year for Louisiana Tech University’s College of Business—from historic enrollment and new program development to record Giving Day fundraising, placement rates, and rankings.

By integrating technology, entrepreneurship, and innovation throughout our curriculum, then connecting what is learned in the classroom with real-world experiences, our students are prepared to lead in today’s rapidly changing business environment.

Those students—taught and mentored by top researchers in their fields—become alumni who go on to make an impact in our state and beyond. Our alumni are a large part of why we are gaining national attention, record enrollment, and top rankings. We are so grateful to each stakeholder for their support.

If you are interested in touring Louisiana Tech and the College of Business, give us a call! Whether you are a prospective student, parent, alumni, or future employer partner, we would love to tell you more about the great things happening on our campus.

CHRISTOPHER L. MARTIN, PH.D.

Dean of the Louisiana Tech College of Business

2022 & 2023

The Online MBA was ranked the top program in Louisiana by U.S. News.

Over 1 million moms served ... and counting

ON THE HEELS of reaching one million single mothers across the nation, The Life of a Single Mom® CEO Jennifer Maggio has seen firsthand that many economic and social issues can be linked to fatherlessness. Nearly half a million children in Louisiana are currently being raised by single parents, and $80 billion in welfare assistance is being paid annually to the country’s approximately 22 million single parents.

Tragically, the 2020 U.S. Census shows that children from fatherless homes are five times more likely to die by suicide, 10 times more likely to drop out of high school, and 32 times more likely to be incarcerated—affecting those families as well as their communities and places of work.

“Fatherlessness impacts our community and our state. It is our goal to find solutions for these families,” says Maggio. “Many single mothers in our program are the hardest working women we know, shattering glass ceilings and achieving unprecedented successes.”

Recognizing the complex and multifaceted obstacles facing these families, The Life of a Single Mom focuses on long-term life change via a holistic and comprehensive approach, working with single mothers to determine the root

causes hindering families’ success, then determining how to address them.

“Moms may call us in crisis because their light bills need to be paid or their spouse just died,” says Maggio.

“It is our job to help stabilize families

through our programs and assess the other issues that immediate crises may be interdependent on. We offer steps for single moms to succeed beyond current crises, but we’d be setting moms up to fail if we didn’t also offer long-term tools.”

Once an impoverished single mother of two, Maggio understands the uphill battle of lacking a plan and feeling overwhelmed. She began serving single mothers in 1999 with words of encouragement and acts of kindness, and by 2007 had started a support group through a local church. What’s known today as The Life of a Single Mom officially opened its doors in Baton Rouge in 2011 and through donor generosity now has 1,750 existing support groups nationwide that create villages for mothers, connect them with mentors, help develop life skills, and increase networking opportunities.

Single Mom University® is an additional resource offered to moms by the

TOP EXECUTIVES: Jennifer Maggio, CEO; Kedra Preston, Branding & Communications Manager; Jennifer Cook, Accounting Manager; Crystal Thibodeaux, Programs Manager; Melissa Lawson, Relationship & Funds Development Manager • ADDRESS: 12015 Justice Ave., Baton Rouge, LA 70816 • PHONE: 225.341.8055 •

organization. Its online portal boasts 175 pre-recorded video lectures in the areas of parenting, finances, and emotional wellness.

“My success in single motherhood and eventually corporate America is due to a series of helping hands sent by God along various periods in my journey. I’m grateful for the Baton Rouge community and investors who recognize that addressing the issue helps us all,” says Maggio.

The organization’s social media channels have topped 40,000 followers, with 20,000+ people receiving one or more of its newsletters. With a reputation for being a good steward of donations, the largest single mom-centric organization in the state holds a platinum Guidestar Exchange seal.

Maggio invites interested business leaders to attend their annual luncheon at the Crowne Plaza on May 11, where

From the CEO

impacts and achievements from the past year will be highlighted and plans for the coming year will be unveiled.

“It’s important that our donors know that their investments don’t just pay a one-time bill; they impact life changes,” says Maggio. “With 22 million single moms nationwide, we welcome any partners interested in helping us meet families where they are to offer hope and a strategy to propel them into success.”

HIGHLIGHTS

In 1999, when I was huddled on a bathroom floor as a struggling single mom, I had no way of knowing that the pain would one day be used to encourage others. The challenges faced and the lessons learned birthed a national organization that has now served one million single mothers around the country. It’s not by accident that we’re headquartered here in Louisiana, a mission field ripe with challenges and complexities. Twelve thousand Louisiana moms were served in 2022 alone. But there is much work to be done. I’m grateful for the staff, volunteers, donors, and businesses that support the necessary work.

One million single moms served through a variety of programs

JENNIFER MAGGIO CEO

1999

Jennifer Maggio began serving single mothers in her community through small acts of kindness.

2017

Single Mom University® launches as an online portal with video lectures in the areas of parenting, finances, and emotional wellness.

2022

and services.

“

My success in single motherhood and eventually corporate America is due to a series of helping hands sent by God along various periods in my journey. I’m grateful for the Baton Rouge community and investors who recognize that addressing the issue helps us all.

JENNIFER MAGGIO, FOUNDER, THE LIFE OF A SINGLE MOM

Building solid relationships has ensured a 75-year legacy

EDGAR THOMAS WAS ahead of his time when he started his accounting firm in 1948 with a “work-life balance” approach.

He and early firm leaders Stewart Wilson and Jake Ragusa were willing to put in the long, hard hours needed to help clients with their financial needs. But they also prioritized maintaining a warm, friendly office atmosphere and ensuring employees enjoyed their work—an attitude they believed would create a better product for their clients.

Seventy-five years later, those following in the founding partners’ footsteps at what is now known as TWRU CPAs and Financial Advisors still hold to those values. And they have proven key to the firm’s longevity.

“The early leadership set the tone here, and we’re still carrying on that

tradition,” says TWRU Partner Linda Gibson. “We have a mentality here that family comes first. That goes for our employees and those we serve. We put their family and their values at the forefront, too.”

TWRU is a full-service public accounting firm. For its business clients, it offers accounting services, audits/reviews, business financial planning, business tax services, business valuations, technology assistance and succession planning. For its individual clients, TWRU provides current tax planning, tax return preparation, financial planning, estate planning and retirement planning.

The company name is derived from the last names of partners who managed the firm in the early days, spe-

TWRU CPA’S AND FINANCAL ADVISORS

(From left) Managing Partner Sara Downing, Partner Cherie Odom, and Partner Linda Gibson.

cifically Thomas, Wilson and Ragusa. In 1973, they added new partners Warren Bofinger and Walter Simmons, and in 1977, they welcomed the first woman partner, Lynn Richard. In 1987, Kerry Uffman joined the firm and in 2011, the name was changed to TWRU CPAs and Financial Advisors.

Today, TWRU is led by Gibson, Managing Partner Sara Downing and Partner Cherie Odom. With more than 30 employees, it is one of the largest firms of its kind in the area. Key to its success is the fact that TWRU under-

stands that it’s critical to keep up with technology, shifts in tax law, reporting requirements and other aspects of a constantly changing industry.

TWRU gives employees flexibility and values their contributions not just to the firm, but to the larger Baton Rouge community. Many employees serve on the boards of local nonprofit organizations and volunteer their personal time for worthy causes. The company also donates to local charities and sponsors special events throughout the year.

Striking a balance between work and

personal life is challenging, so TWRU encourages its employees to enjoy a social life and be involved in their families’ lives. This kind of work/life balance, Gibson says, is due to previous leaders who were willing to try things that were new, different and even unusual at the time. They were early adopters of concepts like parttime and remote work, she says. While ensuring a positive atmosphere for employees is a priority, it’s equally important to extend the same treatment to clients. Gibson says she’s confident TWRU will be around for another 75 years because it treats clients like family—keeping their best interests at heart and being willing to go the extra mile for them. “Our firm is successful because we focus on our clients’ needs and we listen,” she says. It’s not a cookie-cutter type of environment. Each client’s situation is unique. We listen to what they want and help them reach their financial goals.”

From the Managing Partner

Rooted

It is exciting to be celebrating 75 years in business, but with that milestone comes the responsibility to continue the legacy. It’s a joy to come to work each day with the great people we have working at our firm. It’s one big family. We appreciate and value our clients, and consider them a part of our family tree. It’s important for us to get to know them well so we can understand their personal and business financial goals and work with them to achieve those results. Watching our clients succeed gives us a feeling of success as well. I’m proud to be a part of this firm and its history, and I look forward to what the future holds.

SARA DOWNING Managing Partner

TWRU stays connected to the community through donations, volunteer work, and sponsorship of special events, including an annual golf tournament.

in success since 1948, TWRU CPAs & Financial Advisors has been offering solid financial advice and guidance to individuals and businesses for 75 years.

LEARN | CONNECT | GROW

All rising professionals, entrepreneurs, executives, and small business owners are invited to join us in taking their leadership up a notch. Business Report’s Executive Leadership Academy is a transformative program that will take your career and your organization to new levels of success.

APPLY TODAY FOR FALL 2023

Business Report’s Leadership Academy was by far the best training I’ve ever done and the only one I’ve ever left wanting more! The course was well structured, and the guest CEO speakers were very insightful”

BRYAN WESLEY, Wesley Construction

The Leadership Academy was an incredible experience. I gained so much knowledge about how to be a great leader, and I was immediately able to apply that knowledge to my career. It allowed me to expand my professional network and to learn from others outside of my field.”

MARY MOWAD GUITEAU, IIDA, IFMA, Holly & Smith Architects, APAC

The Leadership Academy allowed me to grow- both personally and professionally- while connecting with a wide array of peers in the Greater Baton Rouge area. Cultivating relationships with these folks from such diverse backgrounds and industries proved to have immense value throughout the program. Highly recommend!”

MYLES LAROUX, Highland Wealth - Northwestern Mutual

Library is ‘hotspot’ for digital training and resources

THROUGH AN EXPANSIVE collection of digital and physical content, engaging programming, and professional support services, the East Baton Rouge Parish Library provides critical information infrastructure for the community. A vital part of this infrastructure is reliable, high-speed broadband. Access to quality broadband is fundamental to connect to the Internet for work, educational, health-related and personal use, yet many areas in the parish lack such access. To address these digital inequalities, the library initiated “Wi-Fi 2 Geaux,” a free lending program that features 500 robust Wi-Fi hotspot

devices available to the public for check-out.

EBRPL cardholders can borrow the devices for three weeks and renew them up to three times, providing up to 12 weeks of use, offering a critical connection for students, job seekers and others.

Up to 10 Wi-Fi-enabled devices, including laptops, tablets, smartphones and e-readers, can be connected simultaneously. The devices are free for library cardholders to borrow and use and come with unlimited data and broadband speeds.

The library also continues to expand access to training and skill-development resources, with SkillMill, a skilled-trades training platform, now available through the digital library.

An additional 14 organizational hotspot devices are available and provide robust, high-speed Internet access to nonprofits and other organizations.

Initially launched at library branches in neighborhoods with the lowest internet access, the program is available at eight branches and eventually will be rolled out to all 14 branches.

The library also continues to expand access to training and skill-development resources, with SkillMill, a skilled-trades training platform, now available through the digital library. SkillMill uses interactive, expert-led digital training simulations and virtual reality to deliver on-the-job skills in HVAC, plumbing, electrical and appliance repair. Cardholders have free access to SkillMill’s continually growing course catalog. Additionally, VR headsets are available to use with the training at the library.

SkillMill complements other career-

related services the library offers, says Andrew Tadman, reference services coordinator. “The Career Center can help people with their job search, while SkillMill provides a way to develop or build on practical skills,” he says.

With its new board game collection, the library also fosters social connections. Cardholders can select from 50 titles, such as Clue, Jenga and Trivial Pursuit: World of Harry Potter, for free checkout. The library also hosts board-game events, such as 20-somethings game night.

The board game collection, like Wi-Fi hotspot devices and the SkillMill platform, supports the library’s mission to provide information, resources, materials, technology, and experiences that have a positive impact on parish residents, Tadman says. “It’s all about making resources available to people that they might not otherwise have access to.”

SkillMill uses interactive, expert-led digital training simulations and virtual reality to deliver on-the-job skills in HVAC, plumbing, electrical and appliance repair.

Making clients and employees feel valued

FOR FOUNDER AND President Richard Pellerin, Century Rehabilitation’s success can be summed up in one word—relationships.

“We’re very focused on relationships because they go a long way,” he says. “There’s a dollars and cents aspect of the business, there’s the patient aspect to the business, there’s a clinical aspect, and through all of those, you’ve got to have relationships.”

Pellerin launched the company in 1999 because he saw healthcare facilities struggling to find skilled therapists and to keep up with constantly changing reimbursement processes.

In 2023, Century Rehab provides contract physical, occupational, and speech therapy management services for long-term healthcare and assisted living facilities. The company also

provides healthcare recruiting and consulting services that assist clients in filling vacant job positions, training staff members, and staying up-to-date on best practices for their facilities.

So how does Century Rehab stand out from other companies that offer similar services?

“It’s not any kind of rocket science,” Pellerin says. “It’s really about how you take care of your staff, how you take care of patients, and how you take care of the relationships with the clients.”

There is perhaps no better example of Pellerin’s talent for nurturing relationships than the longevity of Century Rehab’s staff, says Chief Executive Officer Tammy Tuminaro, who herself has been employed by the company for 20 years. She was appointed CEO in 2019.

Richard Pellerin, President; Tammy Tuminaro, CEO

(From left) Tammy Tuminaro, CEO and Richard Pellerin, President

“We don’t sell a product. Our commodity is people,” Tuminaro says. “And we feel very strongly that if we treat our people well … if we value them … then they will be loyal to us and will work very hard for us.”

Adaptability is another key tenet of Century Rehab’s culture. The COVID-19 pandemic changed the face of the healthcare industry, exacerbating an existing healthcare worker shortage for longterm care facilities. Company executives quickly realized if Century Rehab didn’t adapt to those changes, it would be left behind.

With 24 years of experience in healthcare recruitment, it was an easy decision to expand the recruiting portion of the business—to great success, Pellerin says. He estimates that the recruitment portion of the business has exploded by approximately 200 percent since the decision was made to expand, simply due to the demand.

“Our clients came to us and said, ‘We need help recruiting. What can you guys do? You’re there to help us,’” he says. “That was the seed basically for us to take recruiting outside of just Century Rehab.”

The secret to Century Rehab’s recruiting success, Tuminaro says, is an outstanding process and model the company applies to each client’s hiring woes. Since Century Rehab’s recruiting

department is used to the requirements of a supply and demand industry, it has always been innovative in its hiring approaches. Now, it’s just a matter of expanding that expertise to fill positions within long-term healthcare

facilities, from executives and nurses to CNAs and dietary staff members.

“We have great recruiters. We just have a very solid process, and we always follow it,” Tuminaro says. “Now we may tweak our process for the

needs of the client. But once we land on what works for a particular client, we follow that, and we follow each candidate. We make them feel valued.”

Century Rehab executives also recognize that innovative technology brings added value to existing clients. A recent partnership with Prime Care Technologies produced the industry’s first therapy-to-clinical discrepancy tracker—the primeVIEW Century PLUS module. The proprietary software compares patient electronic medical record (EMR) data from both treating therapists and the facility where the patient is housed, flagging any discrepancies between the data sets.

“While it’s not a reimbursement tool, it is a tool that will alert nursing and therapy to have a discussion to ensure that we are getting the most accurate assessment of the resident in order to provide the best plan of care in order to obtain the best outcomes,” Tuminaro says.

Pellerin says that while his goal has never been to become the biggest contract physical therapy company, his ambition is simply to be the best.

“The best means helping you maintain your customer relationships and also your employee relationships,” he says. “If my business keeps doing right now what it’s doing and we have steady growth, I’m a happy man.”

Century Rehab estimates that the recruitment portion of the business has exploded by approximately 200 percent since the decision was made to expand, simply due to the demand.

For Manchac Homes, every job is personal

AS A SEVEN-YEAR-OLD, Russell Alleman would tag along with his parents to Lowe’s or Home Depot. He was particularly fond of the countless magazines of house plans at the front of the store. Then, once back at home, he would design his own home on graphing paper. “I’ve always liked high-end homes,” Alleman says. “I don’t know why. I just have.”

That dream persisted after he earned a degree in business from Louisiana State University. Alleman worked a 9-5 office job for a while, but at the age of 29 decided to pursue his lifelong dream by becoming a licensed contractor. “I sold my house, moved in with someone and used my equity to

start Manchac Homes,” he says. He had no prior construction experience early on, but wisely surrounded himself with seasoned professionals who guided him with the big decisions.

Manchac Homes has been growing like gangbusters ever since, and has established a reputation for personal high-end luxury residences in communities such as The Country Club of Louisiana, Highland Road, LSU Lakes, University Club, Rouzan, Laurel Lakes, Long Farm, Lexington Estates, Carriagewood Estates, Pelican Point and River Winds.

“We approach every home differently, as defined by our clients,” Alleman says. “Our goal is to accurately

reflect our client’s personality and character in their homes. Using this approach has resulted in a collection of meticulously curated homes that not only reflect the style and vision of their owners, but also reflects the commitment and excellence of the team who created them.”

Alleman doesn’t pay a lot of attention to how other contractors conduct their business. “I’ve learned by being out there in the field every day,” he says. “Because of that, I probably do things a bit differently than the others. I think that’s a good thing, because I genuinely care about each home, and my clients see that. Each one is my baby.”

Manchac Homes provides complete

Russell Alleman

turnkey services to its clients—even helping them locate a good lot, a reputable architect or interior designer if needed. During each project, they manage a team of qualified, seasoned contractors while keeping an eye on the big picture. Customized software manages the interrelationships of every task. “I’m essentially putting all of the pieces of the puzzle together,” Alleman says.

This provides immeasurable benefits, as Manchac Homes can swiftly react when unexpected obstacles threaten the timeline. “During COVID, we were able to quickly adjust our project schedules to accommodate some pretty daunting supply chain bottlenecks,” he adds. “And some of that continues today. We now order windows, doors and appliances— long-lead items—the day a client signs the contract. That way we have everything when we need it.

“After all, our clients don’t want to see their house just sit there; they want to get on with their lives.”

Manchac Homes believes in complete transparency, so they provide extensive financial reports to their clients every seven days. That provides homeowners with valuable information throughout the process and enables them to make midstream changes if necessary. “We can quickly pivot and adjust, and our clients are ultimately happy at the end of the job,” Alleman says.

“That’s how we’ve maintained so

many friendships after our jobs are complete.”

His business strategy has been indisputably successful. Nevertheless, Alleman limits the number of homes that he’ll work on at a given time. His main focus?

Keeping his clients happy. “We don’t want to take on more than we can handle,” he adds. “That way, we can effectively manage the jobsite and maintain that one-on-one relationship with the client. I speak with them every day.”

Manchac Homes has established a reputation for personal high-end luxury residences in communities such as The Country Club of Louisiana, Highland Road, LSU Lakes, University Club, Rouzan and many others.

Firm’s designs nurture a passion for living

HUMAN BEINGS SPEND most of their personal and professional time within the built environment. In recognition of that fact, Holly & Smith Architects seeks to create the spaces and places where people live their lives. They know that people’s lives can be literally transformed by the quality of the space and place where they work or live.

Holly & Smith Architects feels it’s critical, therefore, to keep this most basic and essential thought at the forefront of the practice. “From our beginnings in 1980, we’ve been based upon the principles of creating and maintaining client relationships, providing creative and innovative design solutions, and providing a work product that surpasses client expectations,” says Mary Mowad Guiteau, IIDA, IFMA, associate principal and director of interior design.

They have had a strong focus on educational design work ever since landing their first big design contract with the Tangipahoa Parish School System. From there, they’ve completed

design work for dozens of school systems across the state. Building upon that solid foundation, they’ve established an admirable pattern of growth, now operating offices in Hammond, New Orleans and Lafayette.

Holly & Smith Architects knows from experience that the best designs are those that result from an empathetic and collaborative process. To achieve that goal, they engage in an open dialogue and collaboration with their clients.

They also have an acute awareness of their impact on the environment. Understanding the climatic conditions of a place informs their design as they search for a site’s unique aspects of celebrating and enhancing those qualities. Therefore, they provide sustainable, regionally responsive architecture, master planning, and interior design through a culture of design and a collaborative process to achieve innovative solutions.

Currently, Holly & Smith Architects is in the middle of a 10-year transition that was carefully and strategically planned by founders Michael Holly and Jeffrey Smith. The new leadership team includes Kevin Morris, president; Ryan Faulk, CEO; and Pierre Theriot, vice president in charge of design. “The care taken in preparing our new leaders speaks to the knowledge and history of our founding partners,” Guiteau says. “They’ve thoughtfully planned everything so that our clients won’t miss a beat. We want it to be a seamless transition.”

(From left) Pierre Theriot, Michael Holly, Ryan Faulk, Rohit Sood, Mary Mowad Guiteau, Mark Beckers, Kevin Morris. Not pictured: Jeffrey Smith, Robert Boyd.

“

”

From our beginnings in 1980, we’ve been based upon the principles of creating and maintaining client relationships, providing creative and innovative design solutions, and providing a work product that surpasses client expectations.

MARY MOWAD GUITEAU, IIDA, IFMA, ASSOCIATE PRINCIPAL & DIRECTOR OF INTERIOR DESIGN

Success based on talent and teamwork

JASON KELLER STARTED his construction company in 2005 with a jobsite trailer for an office and a passion for the business of building.

“My wife Joan was with me from day one,” he recalls. “We went to Home Depot and bought a folding table and two plastic chairs. We had one computer to share and one fax machine.”

With that, Block Construction was in business. The fledgling company cut its teeth doing tenant interior finish-outs and small jobs on the LSU campus. Soon, he and his brother Stephen Keller joined together in 2008 to open Block Builders to pursue work in the multifamily arena. Over the next two decades, the Block portfolio would grow to include projects across the South, with the company finding a niche in multifamily affordable and

market rate construction.

“People always ask me if it’s a challenge to work with family,” Jason Keller says. “Definitely not is my answer to that question. It’s been a lifelong wish to work with Stephen. My brother brings years of experience to the job and has always been a mentor to me. He has always been a huge support to me and always has the company’s best interest at heart.”

Today, Jason Keller is a managing member overseeing Block Companies, a parent company that consists of three arms: Block Construction, Block Partners and Block Builders. “We have grown to a $120 million company in revenue,” Keller says, “and we expect to grow in the next 24 months to $250 million.”

So how did Keller go from that

TOP EXECUTIVES: Jason Keller, Managing Member; Stephen Keller, Managing Member; and P.J. Simpson, Vice President of Operations and Junior Partner ADDRESS: 39279 Tommy Moore Road, Gonzales, LA

(From left) Stephen Keller, PJ Simpson, Jason Keller

job-site trailer to a multimillion-dollar company with offices in Gonzales and Houston? He points to two key factors: talent and teamwork.

Keller credits his brother Stephen and junior partner P.J. Simpson with helping provide solid leadership for the company. He says they strive for hands-on involvement in projects. But, he’s quick to add, “it’s not the three of us that make Block work. It’s everybody here.” Simpson was one of Block’s first hires.

“We always search for the best talent we can possibly find, and we value our employees,” he says, noting that Block didn’t lay off anyone during the COVID19 pandemic. “We knew the market would bounce back—and it has—and we would need them.”

As Block has expanded into Texas,

Georgia, North Carolina, Mississippi, and other states with a focus on the multifamily sector, its leadership team has grown, but still focuses on a company culture that is conscious of the importance of this work.

“There are a lot of people in this world that need housing,” Keller says.

“We think we can really make a dif-

ference. We want to not only build a building, but give people a home.”

Many of Block’s clients are repeat customers. Keller notes that trust is essential to success in multifamily projects. The design and construction process for these types of endeavors can take three to four years, so relationships need to last for the long haul.

Achieving that means carefully listening to clients so they get what they want at a price they can afford, Keller says.

Nurturing client relationships through the years has led Block to new opportunities and geographic areas, he says. The company is focusing on strategic growth, and plans are in the works to open a third office in a to-be-determined location.

“The team members at Block Companies strive to meet a common goal—to build projects that create strong communities and bring families together,” Keller says. “We have a consortium of great project partners and by maximizing our team’s talents in estimating, project management, and the science of building, our projects make a positive community impact that will last for generations to come.”

“

” There are a lot of people in this world that need housing. We think we can really make a difference. We want to not only build a building, but give people a home.

JASON KELLER, MANAGING MEMBER

Improvements and developments making headlines across the country

INCREASING EFFICIENCY

AND capacity and improving facilities for tenants is always top of mind for the Port of Greater Baton Rouge. An ongoing river deepening project by the U.S. Army Corps of Engineers will only help the Port to remain competitive in shipping commodities and berthing larger deepdraft ships. The draft of the shipping channel from the Gulf of Mexico to Baton Rouge will increase from 45 to 50 feet by 2025, and studies have indicated that each additional foot of draft will add approximately $1 million of cargo value capacity to a vessel.

Other improvements and developments at the Port involve modernizing infrastructure, allowing for a higher volume of commodities—and making headlines around the country.

CONTAINER-ON-BARGE BUSINESS BOOMING

Unusually low water levels on the Mississippi River in 2020 and 2021 led to a shortage of empty shipping containers throughout the region and dramatically reduced barge traffic north of Baton Rouge and New Orleans.

The container-on-barge business

is continuing to rebound to this day, and service at the Port’s Inland Rivers Marine Terminal is booming once again.

The Port is seeking federal funding for expansive growth of infrastructure for the more efficient and voluminous movement of containers. Two pieces of equipment are also continuing to be heavily utilized and play an important role in the efficiency of operations. The “Big Red Beast” is the newest of heavy lift container equipment at the Port. It is in use daily and can load and unload a barge as well as transport and stack

containers. The “Reach Stacker” is the other piece of equipment that has resulted in a 20 percent increase in capacity of container storage with its ability to stack containers five high as opposed to four. This has increased the facility’s storage capacity to approximately 1,800 containers.

“This rebound—and increase in efficiency—is once again allowing local industry to choose the option of waterborne transportation from Baton Rouge to New Orleans,” says Port Executive Director Jay Hardman.

Plans to add an additional berth will allow the Port to accommodate five ships simultaneously at its deep water dock on the Mississippi River.

Continued growth and anticipated demand are so great that Port staff is considering another expansion of the container handling facility, plus another possible barge dock at their Inland Rivers Marine Terminal.

NEW BARGE-MOUNTED PEDESTAL CRANE ASSISTS LOUIS DREYFUS COMMODITIES

Ordered by the Port to assist tenant Louis Dreyfus Commodities in moving grain from barges into the elevator or onto ships when river levels are extreme, a new, custom-made barge-mounted pedestal crane is in operation at the Louis Dreyfus facility. Barges can be unloaded in two locations if needed, and there is the additional capability to operate alongside a deep-draft ship. This electrically powered crane can be positioned on the water side of the vessel and used to supplement loading either 25 cubic yards of grain or additional commodities with each scoop of its bucket.

“When the river is extremely high or low, it can make it difficult and sometimes impossible for the grain barge unloading conveyor system to operate efficiently,” explains Hardman. “This new, barge-mounted pedestal crane is always capable of unloading barges directly to truck or deep-draft ship.

“It’s an enhancement as well as insurance to keep grain moving through the elevator and has the potential to increase volume,” adds Hardman. “We look forward to harvest season when we will be able to utilize it to the fullest extent possible.”

FIFTH BERTH REHABILITATION ON MISSISSIPPI RIVER DEEPWATER DOCKS UNDERWAY

Currently at the Port, four deep-draft ships can berth and unload or load at the same time. An existing fifth berth to be rehabilitated at the northernmost end of the existing deepwater docks has been

designed, approved and partially funded. This will be the first major berth expansion since the completion of the Port’s dock extension in 1986.

As ships have gotten bigger over the years, this berth has lagged in its ability to accommodate them. “We are bringing this berth to modern-day standards, which will require additional infrastructure in the river and an upgrade to existing mooring structures,” says Hardman.

The rehabilitation of this fifth berth is estimated to cost approximately $15 million and has received two-thirds of its funding, with the Port ready to supplement funding if necessary to commence construction of the project later this year.

“We are excited about the results of this expansion, which will open up additional dock utilization for continued growth of our wood pellet business,” says Hardman.

Grön Fuels aviation project underway

On Earth Day in 2021, Grön Fuels, part of Fidelis New Energy, announced a 65,000-barrel-per-day GigaSystem renewable fuels facility producing sustainable aviation fuel, renewable diesel and green hydrogen utilizing the Port of Greater Baton Rouge’s Inland Rivers Marine Terminal.

The project is still under development, with permits and rights-of-ways having been acquired and the design nearing completion.

Making headlines again in December 2022, Fidelis announced a memorandum of understanding to provide JetBlue with at least 92 million gallons of blended sustainable aviation fuel (SAF) from Grön Fuels at the Port. This SAF is expected to be delivered over a fiveyear term with a targeted start date of 2025.

Says Port Executive Director Jay Hardman, “We couldn’t be more pleased with Grön’s efforts to develop and begin construction on what will be the world’s largest and best-in-class sustainable aviation fuel and renewable diesel production facility.”

Continued growth and anticipated demand are so great that Port staff is considering another expansion of the container handling facility, plus another possible barge dock at their Inland Rivers Marine Terminal.

Now that river levels have returned to normal, containers are once again readily available at the Port’s Inland Rivers Marine Terminal for regional industries to transport cargo from Baton Rouge to New Orleans for export.

Making a positive impact on the communities they serve

AS AN EXTERNAL AUDITOR, Jeremy Aydell had the opportunity to work with many businesses. The experience opened his eyes to the benefits of being a business owner and he decided it was something he wanted to do himself.

Aydell and his wife Lori both had backgrounds in accounting and finance and were confident they could succeed in the business world. So when they had a chance to become a Sport Clips franchisee in 2010, they jumped on it.

“I wanted to invest in something that was recession proof, that you couldn’t outsource or buy on the internet,” Aydell says. “A haircut was the service that came to my mind, and Sport Clips was by far the most appealing concept. It was fun and the company shared the same values that we have—most notably, to treat others the way they want to be treated.”

Since opening their first Sport Clips

franchise in 2010 in Denham Springs, the Aydells have grown to 15 locations in Louisiana and Mississippi, with their 16th expected to open later this year in Central’s Shoe Creek development at 14375 Grand Settlement Blvd., Suite C.

“We think this is going to be a fantastic location for us and we hope to be a pillar in the Central community for years to come, just like we have been in our other communities,” Jeremy says.

So what makes owning 15, soon to be 16, hair salons so great? The Aydells say it’s their workforce of about 130 employees. “We would not be successful without our great staff,” Jeremy says. “We are a place where cosmetologists can go to grow their career.”

ASC, LLC—the entity through which the Aydells operate their Sport Clips locations—was recognized last year for its workforce development efforts by the International Franchise

Owners Jeremy and Lori Aydell

Association as franchisee of the year. “Professionally, financially, personally—the growth factor of our team members is really gratifying,” Lori says.

“Our team members put in the work to advance their careers,” Jeremy adds. “We just give them the same tools that we were given along the way to be successful.”

And what are those tools for success? First, Aydell says, a strong work ethic is important.

“Putting in the long hours in the beginning helped us grow rapidly,” he says, referring to keeping his accounting job while operating the first eight locations. “Since then, we’ve adopted a ‘work hard, play hard’ culture where team members obtain a good work-life balance.”

Their accounting backgrounds have proven helpful, too. “It laid a good foundation in helping us make decisions on when and how to expand,” Lori says.

Their financial know-how came in handy in navigating challenges that have popped up over the years: the 2016 flood, numerous hurricanes and the coronavirus pandemic.

The Aydells are excited about their ability to be a positive force in the communities they serve, especially in Livingston Parish where they both grew up.

In 2022, they created the Louisiana Clippers Youth Sports Organization, which currently offers softball and basketball programs for girls. They plan to expand and form boys’ basketball teams soon. “A local recreational tax

in Livingston Parish was not renewed several years ago,” Jeremy says. “We wanted to create something to fill that gap.”

As the Aydells continue to grow their Sport Clips venture, they also hope to continue making an impact on communities across the area. “Sport Clips has 1,800 locations nationally, but as independent franchisees, we’re just a local small business,” Jeremy says. “We’re invested in the communities where we operate.”.

One of their most important tools for success is a strong work ethic. But they have also adopted a ‘work hard, play hard’ culture where team members obtain a good work-life balance.

Creating lasting impact with landscaping

CHASE MULLIN BUILT his St. Rosebased landscape design firm from the ground up, starting with an old Jeep, a borrowed trailer, and a dream to “create uncommon ground” 16 years ago.

Now, the award-winning firm that bears his last name is approximately 200 employees strong in the peak of spring and summer with two locations—a flagship office in St. Rose and a recently-opened location in Baton Rouge—with a reported revenue of $21.7 million in 2022.

“Our mission is to simplify the experience and shape the world around us,” Mullin says. “A huge part of the why behind our growth is that we’re determined to touch more lives and bring about more positive change as we expand.”

Mullin offers high-end design+build services and landscape maintenance for both residential and commercial clients. While the firm originally

shaped the core of its business around the residential sector, Mullin has successfully expanded the same highquality touch into the commercial arena with impressive results.

Last year, Mullin ranked on Landscape Management’s list of 150 top landscape companies in the U.S. for the second year in a row, snagging spot #139. The firm also earned two Silver Awards of Excellence from the National Association of Landscape Professionals for their work on the New Orleans Children’s Hospital expansion and Hotel St. Vincent.

“One hundred percent of our growth is focused on commercial maintenance and construction, but we still maintain a very successful high-end residential design+build division,” Mullin says. Mullin’s approach is to elevate the vision of each client, combining functionality and style into stunning construction and landscapes. And

Founder Chase Mullin

when it comes to maintenance, Mullin believes a landscape is a living investment far beyond a first impression for customers or employees.

Some of Mullin’s favorite projects include the Oak Alley Plantation, New Orleans Museum of Art’s Sculpture Garden Expansion, Amazon’s new facility at the former Cortana Mall, and numerous projects for the Audubon Nature Institute—most recently the Wings of the World exhibit and the renovated Aquarium of the Americas.

“I’ve done a lot of things wrong over the years, but two things that I did right were to seek advice from other, wiser people and to surround myself at Mullin with an incredible team of people,” Mullin says.

That team of people is why Mullin stands out from other firms that offer similar services. Part of Mullin’s service is to ensure an exceptionally positive experience for each client, from beginning to end.

“This may sound cliché, but our people truly make the difference,” Mullin says. “We employ some of the best in the industry, and they work tirelessly to ensure that our clients receive the absolute best value and experience possible when they work with Mullin.”

The internal culture at Mullin is also award-winning, earning Best Places to Work accolades from New Orleans City Business from 2016-2022, the TimesPicayune Top Workplaces designation from 2017-2021, and the Inc. Magazine’s Best Workplaces award in 2019.

It’s no accident that Mullin’s workplace culture continues to win awards year after year. The secret to building a positive workplace culture

Some of Mullin’s favorite projects include Oak Alley Plantation, New Orleans Museum of Art’s Sculpture Garden Expansion, Amazon’s new facility at the former Cortana Mall, and numerous projects for the Audubon Nature Institute.

is ultimately about treating your employees the way you would wish to be treated, emphasizing winning as a team, and clearly communicating what those wins look like to the entire team, Mullin says.

“We’re very intentional in the way that we manage our culture,” he says.

“Creating and maintaining an awardwinning culture in a rapidly growing company isn’t always easy. Fortunately, I’m surrounded by a team who’s as passionate about our people as I am.”

Looking forward to the second half of 2023 and beyond, Mullin plans to continue growing his business while

maintaining the brand and quality the firm is known for, especially in the newer Baton Rouge commercial market.

“We’ve been so warmly welcomed to your community,” Mullin says. “We’re looking forward to creating a lasting impact on Baton Rouge just as we have over the last 16 years in New Orleans!”

Building a strong workforce for Baton Rouge’s future

TO HELP PREPARE students for the area’s workforce demands, East Baton Rouge Parish School System (EBRPSS) has implemented two programs specifically focused on current and anticipated career pathways in the medical and environmental fields. As the Director of Focus Choice Schools, Dr. Lillie Flores, who joined the team in the Innovative and Specialized Programs Department in October 2022, is responsible for implementing new schools and monitoring the progress of programs at Park Elementary and Eva Legard Learning Center.

“These Focus Choice model schools help promote career awareness while giving students a comprehensive knowledge of specific industries,” says Flores. In addition, micro-programs focus on specialized themes designed by agreements with post-secondary institutions, such as LSU and Southern, for a Teaching Academy at J.K. Haynes. Future programs will include other industry-based partners, each assisting the district with implementation and specialized support for students and teachers.

“We work with industries and post-secondary partners across the district who work as intentional partners to create a pipeline to college and careers in the chosen field. The boutique school model increases choice options for students through smaller class sizes and specialized

programming,” says Dr. Sito Narcisse, the Superintendent for EBRPSS. The medical program at Park Elementary is an exploratory model for students in grades Pre-K through 7th grade for the upcoming school year, and the Eva Legard Center for Coastal and Environmental Studies for sixth

and seventh graders. The program at J. K. Haynes will serve students in kindergarten through sixth grade, phasing in a grade each year.

By closely partnering with industry-based partners aligned with each school, Flores and her team collaborate with area employers on events, guest speakers, and enrichment and field experiences for both students and teachers. “Each session offers more awareness of the broad scope of career opportunities within their school’s field,” she says. “We want students to learn as much as possible about each field so they’ll leave knowing that industries are not just limited to one facet, but offer all ranges of career opportunities.”

By meeting regularly with CEOs and program directors of partnering companies, a goal of the district’s Focus Choice Schools is to help students achieve industry-based certifications and internship opportunities. Focus Choice Schools are programs offered to any student residing in the East Baton Rouge Parish School System. However,

Dr. Lillie Flores, Director of Focus Choice Schools

students must maintain a specific grade point average, reflecting the existing admission requirements and prerequisite based on the requirement at the post-secondary level.

“If our goal is to get students into the career path of the school they attend, certain grade point average retentions is only to assure students that they will be academically successful in their programs of choice,” said Flores. “Maintaining these requirements reduces false expectations and equips students with education and skills necessary to get into related college programs.”

The concept of the Focus Choice model, a vision of Superintendent Narcisse, was developed after looking at other school districts’ successful strategies to retain their brightest, most talented young people, especially in STEM (science, technology, engineering, math) based occupations. Identifying technology, construction and manufacturing, medical and premed, transportation and logistics, and liberal arts and management as the area’s five strongest fields, the district began forming partnerships with related businesses. Today, Baton Rouge General Medical Center is the industry partner for Park Medical Academy, and the LSU College of the Coast and Environment is the partner for the Eva Legard Center for Coastal and Environmental Studies.

“Anytime our office forms a partnership with an organization, what they stand for and the good they do in our community are carefully considered,” says Flores. “We hope that these partnerships will help students jump right into related college courses, then on to the workforce.”

So far, data is showing significant success for the Focus Choice Schools. From increased attendance to higher grades to stronger teacher engagement, once struggling schools are now thriving.

With national complaints about the education system, Flores and her team are thrilled to partner with the community and area businesses to move the needle forward in the Baton Rouge area by identifying issues that need focus and change, purposefully choosing programs that can affect positive change in those areas, and intentionally choosing fields of study that could lead to a better Baton Rouge.

“Louisiana has great minds, a strong culture, a rich history, and bright people, and the decision to go with the Focus Choice School model was born because we’re trying to keep our talent here,” she says. “The East Baton Rouge Parish School System committed to doing our part to help students learn more about career paths they can follow right here in Baton Rouge.”

We work with industries and post-secondary partners across the district who work as intentional partners to create a pipeline to college and careers in the chosen field. The boutique school model increases choice options for students through smaller class sizes and specialized programming.

DR. SITO NARCISSE, SUPERINTENDENT

A company known for experience and knowledge

TREY BEALL HAS BEEN in the copier and office machine business since the early 1990s. As president of Gulf Coast Office Products, he has seen these machines get faster, better and more capable over the years. “Just when I think they’ve done it all,” he says, “they have something new on the horizon.”

Gulf Coast Office Products has been a supplier of Savin and Ricoh office machines—such as copiers, printers, fax machines and multifunction machines—since 1977. More recently, the company has branched out into a new product area: interactive whiteboards.

Beall is impressed with these devices, too—and happy to see them catching on at businesses that have been coping with challenges related to remote and hybrid work since the onset of the coronavirus pandemic three years ago.

“It’s almost like having an iPad on the wall,” Beall says. “Anything that you can pull up on an iPad, you can pull up on the whiteboard. But you

can also walk up to it with a pen and make notations on a spreadsheet or a construction drawing or something like that. Or you can push a button

and turn it into a plain whiteboard. It allows people to have a collaborative meeting even if they aren’t in the same office.”

Beall knows the importance of employees being able to talk with one another and share ideas. It’s a priority at his company, which has more than 100 employees at offices in Baton Rouge, New Orleans, Mandeville and Lafayette. Many have been with Gulf Coast Office Products for years — something that bodes well for the company and its customers alike.

“If you’re a consumer, it’s very frustrating to go to a store, talk to somebody who’s supposed to be a professional but they don’t really know what they’re talking about,” Beall says. “We have a real tenured group here with a lot of experience, and we’re continuing to add to it. The experience we have gives us

Sean Nelson, Regional Sales Director, left, and Trey Beall, President

Kathy Chatelain, left, and Dekita Williams

credibility with the customer when we’re making recommendations. We know what we’re talking about. And the new people coming on board here get to learn from the experienced employees.”

He says the company took advantage of the pandemic to invest in its employees, which ultimately translates to better service for customers. We spent more time on education and training of our staff,” Beall says. “We had the time to do it.”

Now that things are mostly back to normal, Beall says his team is happy to be visiting clients once again, adding that relationships are a crucial part of his business.

“I don’t think anybody grows up wanting to be in the copy machine business,” he says. “But what has been

interesting for me—and my favorite part of this job—is the clients and the friendships I’ve developed over the years.”

Beall says his company takes pride in providing machines that play a critical role in many businesses— along with service, whether it’s helping customers use multifunction copiers to their greatest advantage or introducing them to newer products like the interactive whiteboards.

“So many people have our products, and they rely on us,” Beall says. “CPAs use it to get out tax returns, medical institutions use it, engineering and construction firms use it. Every appointment is different, and with different industries. They use the features and functions of the same unit differently in their application.”

“

”

The experience we have gives us credibility with the customer when we’re making recommendations. We know what we’re talking about. And the new people coming on board here get to learn from the experienced employees.

TREY BEALL, PRESIDENT

JD Lofton, left, and Scott McInnis

We’re your people.

If

Connecting people with the natural world

BREC’S BATON ROUGE ZOO has provided engaging and educational experiences that connect people with wildlife and the natural world since 1970. With a multimillion-dollar, multiphase reinvestment underway, BREC is deepening that connection with improvements for the experience of visitors, staff and animals.

“This is a reinvestment in the zoo that will transform it into a 21st century world-class institution,” says Zoo Director Jim Fleshman. Phase One, funded by BREC, will be completed next year and focuses on providing improved infrastructure, new exhibits, a new entrance and other impactful advancements.

The first upgraded exhibit available features pygmy hippos. A new underwater viewing structure provides visitors a different perspective on the animals in their natural habitat. Colorful African cichlids will live in the water alongside the hippos, while black and white Colobus monkeys, which are historically native to the same African region as the hippos, will be visible in the exhibit’s trees and ropes. An

African aviary featuring a variety of exotic and endangered birds from the region connect to the exhibit, as well. Additionally, a state-of-the-art barn will vastly advance the giraffe exhibit.

Some of the barn’s features include hurricane shutters, elevated waterers, and heated and cooled flooring for the animals’ augmented comfort. The larger barn will also enable future

expansion of the giraffe herd.

The new barn also features a device that will give zoo staff access to the animals from head to hoof for topnotch medical care. A platform inside the barn will allow donors to get near the giraffes for a unique up-close experience. The public can access a feeding platform in the new exhibit where they can feed purchased lettuce

directly to the giraffes, as a staff member provides educational information about the species.

The zoo’s main entrance will shift from Thomas Road to what has been the rear, administrative entrance, offering a more synergistic connection with Greenwood Park. A redesigned entry plaza will feature an expanded gift shop and educational and meeting rooms. Locating administrative offices at the entrance will better connect staff to visitors, as well.

The zoo’s popular train also is being adjusted so the tracks weave through some of the exhibits, allowing visitors to see the animals in a new way.

One driving factor for the significant investment is regaining the Association of Zoos and Aquariums’ accreditation, which is expected to occur in spring 2024. This will place BREC’s Baton Rouge Zoo in the top 10 percent of all zoos in the nation. These substantial improvements will transform the zoo into a cultural cornerstone of the region, providing a more immersive and educational experience for all Baton Rouge area residents.

BREC’S BATON ROUGE ZOO

Zoo Director Jim Fleshman

APEX checks all the boxes

CYBER CRIMINALS TYPICALLY only want one thing from a business—to lock up their network and hold it for ransom. When that happens, payouts can reach up to $100,000. For that and a host of other reasons, technology service providers must remain vigilant and possess an innate ability to roll with the changes. APEX Technologies checks all the boxes, as the Baton Rouge-based company offers an innovative and simplistic approach for technology services to its clients.

Since 2021, APEX has increased its focus on Microsoft cloud services, cybersecurity and disaster recovery, leaning on the experience of its president, Ned Fasullo, who has been in the business for some 28 years and built one of the first MSP firms in Louisiana.

The company’s cybersecurity services include 24/7 managed detection and response, backed up by AI-supported monitoring and remediation.

“We use the No. 1 cybersecurity product on the planet—SentinelOne— for managed detection and response and a product called IronScales for email intrusion/anti-phishing services,” Fasullo says. “When we go to bed at night, we know that our clients

are protected and if anything were to happen, our human plus AI-backed service will quarantine, remediate and destroy any potential threats on a client network. These cloud-based services collect data in real time, which enables the AI to learn and become stronger

and faster in defending against potential intrusions.”

Client transparency also stands out. Day or night, clients can log into their client portal to see what the IT support team is doing, making APEX an operational partner, not simply someone they call when a problem occurs.

“Our clients receive monthly reports regarding the health of their network, the inventory of their machines and software, suggestions on improvements, etc.” Fasullo says.

The success to their approach is becoming obvious. The company quadrupled its revenue in the last quarter of 2022, and by 2024 plans to expand into the Lafayette and New Orleans markets. “We recently acquired another provider in Gonzales, and we’re hopeful to close two more acquisitions by the end of the year,” Fasullo says.

TOP EXECUTIVES: Ned Fasullo, President; Josh Moreau, Vice President of Operations; Jason Sullivan, Director of Sales ADDRESS: 635 Highlandia Dr., Suite A, Baton Rouge, LA 70810

(From left) Ned Fasullo, Josh Moreau, Jason Sullivan

GROUP HOSPITALITY

A culture of quality and service

“LAST YEAR WAS about nurturing the power of our people to make a difference for our guests, and a focused strategy on defining our processes within our organization,” says City Group Hospitality President & CEO Patrick Valluzzo.

The company took a gamble growing four restaurants during a global pandemic, but “our focus was to create an environment where we could identify the strengths of our core people and develop a company that truly invests in training and retaining more people for longer times,” he said.

Growing from a staff of less than 100 to 400 employees has meant the addition of a corporate office, marketing and human resources departments and a focus on training. The key has been creating a culture of hospitality that trickles down from management to staff and, ultimately, to the guest.

“We have a true standard of hospi-

tality at each location, but the culture is defined uniquely by each concept’s management team,” says COO Stephen Hightower. “I want them to believe the

relationship with our guest is key to each of them being proud to work toward being the best restaurant in Baton Rouge in their own culinary segment.”

City Group Hospitality is made up of 11 total food service operations, with seven unique restaurant/bar concepts, plus a catering and events arm and Turning Point Food Service for area schools.

“We are making relationships through our overall hospitality and creating a culture that we hope everyone wants to be a part of,” says Hightower.

City Group wants its hospitality to be a pleasant surprise due to a belief in the nobility of service. Whatever your taste, the company has a restaurant concept for your palate.

“From that first friendly welcome to that last taste of our chef’s creativity on one of our plates, our ultimate goal for all of our restaurants is for the community of Baton Rouge to trust us to give them great food, a great atmosphere and great service every time they visit,” says Hightower.

TOP EXECUTIVES: Patrick Valluzzo, President & Chief Executive Officer; Stephen Hightower, Executive Vice President & Chief Operations Officer; David Dispenza, Chief Efficiency Officer; Kelly McDevitt, Chief Marketing Officer; Jeff Conaway, Chief People Officer; Loni Trabeaux, Accounting Officer

ADDRESS: 6421 Perkins Road, Bldg. B, Suite B, Baton Rouge, LA

(From left) Stephen Hightower and Patrick Valluzzo

(From left) Jessica Burris, David Dispenza, Kayla Puffer, Jeffrey Conaway, David Dickensauge, Maegen Rivet, Patrick Foy, Katy Touchstone, Stick Newchurch, Scott Gautreau

LOUISIANA PUBLIC FACILITIES AUTHORITY (LPFA) ]

Financing today for a better tomorrow

FOR NEARLY HALF a century, the Louisiana Public Facilities Authority (LPFA) has been committed to strengthening economic development, health care and education across Louisiana through its bond financings and job creation initiatives.

As a conduit issuer of tax-exempt and taxable bonds, the LPFA has financed more than $29 billion in Louisiana since its inception in 1974. This includes more than $10.6 billion to assist health-care institutions, $7.38 billion for education and $6.8 billion for economic development, in addition to community and state financings. Projects financed by the LPFA have helped generate more than 323,900 new jobs and more than $7.5 billion in additional personal earnings, according to an economic impact study by Dr. James Richardson.

By providing the means for qualifying projects and entities to receive tax-exempt financing and achieve interest cost-savings, the LPFA supports economic and community development across the state. The LPFA also develops innovative collaborations

with federal, state and local government stakeholders that improve outcomes throughout Louisiana. Through its low-interest revolving loan programs – the Local Government Bond Bank and Rural Development Loan programs – the LPFA provides support to improve drinking water and wastewater systems, energy efficiency, road infrastructure, and community centers. In partnership with the Louisiana Department of Natural Resources, the LPFA administers an energy-efficiency revolving loan fund to assist local

governments and achieve savings for taxpayers.

Through its education division, the Louisiana Education Loan Authority (Lela), the LPFA continues to support college-bound students. Lela provides students and families responsible borrowing options through its LelaCHOICE supplemental loan programs. Refinancing higher-cost student loans is also available through Lela’s RefiHELP program. Additionally, Lela offers free remote assistance with the Free Application for Federal

CONNECT WITH US

Student Aid (FASFA) — the federal-aid form that high-school students must submit before graduating. In 2022, Lela assisted more than 18,000 students. More than 425,000 students have received assistance since Lela’s inception.

Every LPFA project and program aims to help the people of Louisiana. The Authority’s mission is to make Louisiana a better place to live, work and raise families by furthering education, health care, economic development and job creation in the state.

“With its long history in the state, the LPFA has made an indelible impact on generations of Louisianans,” says LPFA President and CEO Tricia A. Dubroc. “In doing so, the LPFA has supported the state’s community and economic viability.”

As a self-supporting Authority that operates solely on self-generated revenue, the LPFA has never requested nor received any tax or other appropriation from the state of Louisiana for its operations. The LPFA’s operating expenses are covered through revenue generated by its bond issuances.

LPFA Board of Trustees: (From left) Casey R. Guidry, David W. Groner, Dannye W. Malone (Vice Chairman) and Ronald H. Bordelon (Chairman). Not pictured is Craig A. Cheramie (Secretary-Treasurer) and Guy Campbell III

TOP EXECUTIVES: Tricia A. Dubroc, President & CEO; Martin Walke, Vice President; Joni M. Leggio, Assistant Vice President

Acadian Thruway, Suite 650, Baton Rouge, LA

LPFA Executive Team: (From left) Tricia A. Dubroc, President & CEO; Martin Walke, Vice President; Joni M. Leggio, Assistant Vice President

Bigger and busier than ever, MESH enters third decade

TAYLOR BENNETT AND his team at the MESH creative agency know a thing or two about growth.

“Clients come to us when they want to grow their brand and the business, and that’s what we specialize in,” Bennett says. “They come to us to figure out their story and the best place to tell that story and get it in front of the right people.”

After 20 years of helping clients get out their message, MESH has grown a lot, too. Bennett started the agency in 2003, quickly taking on projects for the healthcare field and the outdoor living and building materials industry. By 2012, it was time to expand to a full-service agency offering creative, branding, digital products, media and public relations solutions.

“During that time, we repositioned the agency and really focused on the culture here,” Bennett says. “The culture is really what drives the agency, and our team is such an important

aspect of the business.”

Now, Bennett and the team are planning “MESH 3.0”—what the agency should look like as it enters its third decade. Leading the way is more emphasis on creative, digital and data

unification. MESH is bigger and busier than ever, with team members and clients across the Southeast. But the agency still holds to some core values that have been there from the beginning.

“Trust is the key ingredient in advertising,” Bennett explains. “The client has to trust the agency, and the agency has to earn trust with the client. It’s a relationship. We’re always listening and learning what their needs are and where they want to go. Our job is to partner with our clients and reach that north star together.”

He notes that MESH’s founding client is still working with the agency—a testament to the importance of nurturing long-term relationships.

As MESH continues to grow and help clients grow, Bennett remains passionate about his work.

“It’s awesome,” he says. “You come to work and you get to develop ideas and things that have never been seen before. Whether it’s a high-profile ad campaign or even just one piece of content or a three-year strategic plan, you get to create something that’s never been done before.”

Founder and CEO Taylor Bennett

Five-S diversifies portfolio, grows stronger in changing industrial market

FIVE-S GROUP IS defined by its people. Any customer will tell you that they’re an honest, experienced, forward-thinking, professional and hard-working group. Team members form collaborative relationships with owners, developers, design teams, subcontractors, and vendors to assist in delivering the most desirable and economical solution to the construction goal.

As an industrial civil construction firm, Five-S Group—aka the #dirtmafia team—develops innovative solutions to help a client’s plans become reality. They provide turnkey solutions by combining their ability to perform site construction services, provide construction materials to projects and transport or handle materials via multiple modes of logistics. They service the Gulf Coast region from Texas to Alabama, and about 100 miles inland, in the energy, public works and infrastructure sectors.

The big differentiator … they’re

ambitious in their pursuit of projects and opportunities, innovative in their solutions and plans, and they perform those plans efficiently from preconstruction to completion. “Our motto is that we build better people and projects from the ground up,” says Brandon Ashley, vice president of sales and marketing. “In my 12 years

of construction experience, I’ve never worked for a company that was more committed to success.”

Now celebrating their 10th anniversary, Five-S has never shied away from change and is always on the lookout for new business opportunities. After they landed their first large civil job at the Cameron LNG export facility in

Hackberry, they used that experience to penetrate the petrochemical market.

And when the COVID pandemic seriously disrupted the market in 2020-21, they proved resilient by diversifying and expanding into the renewables market, specifically solar fields, and the public sector by working for the U.S. Army Corps of Engineers. In fact, they’ve done the lion’s share of the excavation of the Comite Diversion Canal for the U.S. Army Corps of Engineers, including the placement of the erosion control riprap to line the channel.

More recently, they’ve tapped into the forestry production market offering site development for Canfor Southern Pine’s first sawmill plant in Louisiana.

“We faced many challenges in 2021, as all businesses did, but now we’re looking at new highs in the next one to two years,” Ashley says. The quick turnaround can best be attributed to Five-S Group’s unparalleled passion for what it does.

TOP EXECUTIVES: (as pictured above) Trey Folk, Vice President of Projects; Aaron Elgiar, Vice President of Fleet and Technology; Danielle Hosch, Vice President of Administration; André Smith, President; Brandon Ashley, Vice President of Sales and Marketing

CAPITAL AREA TRANSIT SYSTEM (CATS)

Moving Baton Rouge forward, one commuter at a time

IN THE PAST YEAR, Capital Area Transit System (CATS) has seen a multitude of changes while providing 1.2 million rides to those in the Baton Rouge area. When Dwana Williams was officially named Interim CEO in June of 2022, one of her first projects was to update processes and policies—a job that isn’t quick, but one that can make a big difference in funding.

“It’s incredibly important to be good stewards of the federal dollars CATS receives,” says Williams. “All of our policies must meet federal, state, and local regulations, so it’s time well spent to pinpoint areas where we might have weaknesses and to create opportunities for strength.”

With more than 20 years of transit experience, Williams began her career with CATS as an Operations Dispatcher in 2003 and was promoted over the years from Lead Dispatcher to Chief Operations Officer. Along with her behind-the-scenes work, Williams has named new leadership, including attorney Deana Wallace, Liaison Officer; Ravena Budwine, Safety Manager; Candace Morgan, Human

Resources Director; and Eddriene Sylvester, Chief Financial Officer.

“Expanding our team has allowed us to see through different lenses and helped fill in gaps that move CATS forward,” said Williams.

On the heels of completing a new comprehensive operational analysis, Williams and her team are grateful for

all opportunities to meet the community’s needs as best they can, and are prioritizing transparency.

“Our goal is to connect people to what matters. To do that, we had to learn what that was for people in different areas,” said Williams. “Our customers’ priorities are CATS’ priorities.”

These areas of importance include

access to healthcare, transportation to and from work, and connecting with families, along with barriers keeping commuters from connecting to what’s most important to them. CATS uses this data to work with parish and state transportation partners to break down barriers to give more people access to quality and efficient transit, and to apply for competitive grants to help with underserved areas.

A recent example of this is Lynx, the microtransit ridesharing system CATS implemented in Baker. The first of its kind in the state, the pilot program has exceeded expectations and has been called “the key to expanding opportunities for residents” in January’s Metro Magazine.

“It’s easy to forget how many of our people and employers rely on public transportation in the Baton Rouge area,” says Williams. “The Baton Rouge economy truly does hinge on transportation, and with everyone’s input, we will continue to make CATS a premier transit system that everyone can be proud of and enjoy.”

(From left) Interim CEO Dwana Williams and Operator Leslie Pitcher

WAMPOLD COMPANIES ]

Creating extraordinary developments

AS WAMPOLD COMPANIES continues into its fourth decade of property management and development in Baton Rouge and Louisiana, the company’s focus is on the completion of a largescale renovation on Rivermark Centre, the historic 21-story building just blocks away from both the CBD and the State Capitol.

Projected to be completed in the next 90 to 120 days, the complex houses Chase Bank, Wampold’s offices, an underground parking garage and a set of renovated apartments, expanding Wampold’s catalog of managed properties across the state that includes hotels, apartment complexes and business plazas.

“We really create and maintain extraordinary live, work and play environments,” says Mike Wampold, the company’s founder and CEO. “And extraordinary means different from the norm.”

Mike, who founded the company in 1982 with no formal real estate experience, started his portfolio developing 40- to 50-unit apartment complexes in Baton Rouge, a tradition that has evolved to include larger complexes of 200-plus units like the LSU-adjacent Bayonne at Southshore.

The company’s biggest development project in its early history came in

1986 when Wampold entered into a 20-year government lease to develop housing at Fort Polk, a US Army installation in Vernon Parish.

Wampold’s developments near Fort Polk—Sycamore Point and Timber Ridge—provide 600 housing units to families of active duty personnel serving on base. According to Wampold’s website, they “deliver off-base housing that goes above and beyond to make [the] park-like setting feel just like home,” separating it from

the other military-adjacent housing communities.

“That really put us in the position to come into Louisiana and start buying properties around the state,” Mike says.

Today, the company operates more than a dozen properties across Baton Rouge, Lafayette and Fort Polk, with its crown jewels, Mike explains, being the two Baton Rouge hotels, The Renaissance and The Watermark.

Through award-winning staff and restaurants, the brand is most well-

known for these hotels.

“I don’t mind saying that those are two of the nicest hotels in town,” he says. “Whatever talent there is in the Baton Rouge region, we can attract that talent to our hotels because they want to be associated with the topend hotels in the city.”

As the company’s footprint expands across the state, Mike and the rest of the company are glad to call Baton Rouge home and want to continue the traditions that started here.

One of the biggest expansions that the company is making entering the 2020s is its development of Harveston, an 1,800-acre planned community just off Bluebonnet Boulevard. The community, Mike says, is intended to be a mixed use development with schools, residential housing and retail space, along with fitness centers and community hubs.

The community, “inspired by the neighborhoods and streetscapes of many classic southern towns,” will be developed in two phases: The Preserve, with 350 homesites, and The Lakes, with 1,100 homesites planned. It’s this community at Harveston that represents the future of Wampold: a celebration of the past and an eye to the future.

Mike Wampold

landscape market

A MOTHER-SON COMBINATION

is unique when running a business of any kind, but that’s not the biggest differentiator for U.S. Lawns-Baton Rouge. Jamie and Alex Carruth believe the relationships they’ve built with their customers and the personal touch they provide is what sets them apart.

“We are consistent, maintain communication, and provide quality,” Alex Carruth says. “We think of ourselves as ‘partners in growth’ with our customers. As a commercial landscape company, we service a variety of market verticals, such as medical, hospitality, Home Owners Associations, retail, multifamily and restaurants. The first thing customers will notice is the exterior of their property. If the property doesn’t look professional, it reflects poorly on them … and on us.”

U.S. Lawns understands the challenges faced by the typical business owner and will alert a manager or owner when maintenance issues arise. “Our crews are trained to alert us when there are safety issues, such as low hanging branches, drainage issues that could cause a slip or fall,

or holes in the landscape that could be a trip hazard,” says Jamie Carruth, a retired educator and administrator.

“We were born and raised in Baton Rouge and take great pride in our city,” Alex adds. “Customers will see my face on site, not just the gardeners. Once we acquire a new customer, our goal is to build trust with the property owners and manager.”

Put simply, U.S. Lawns-Baton Rouge

ensures that its customers have one less thing to worry about.

They’re an independent woman-owned family business, but still benefit from being a U.S. Lawns franchisee. As such, the corporate office assists them with branding, vendor partnerships, mentorship and sharing of its proven processes and practices. For example, when pricing a large property, they can use a U.S. Lawns

proprietary measuring and proposal system that uses satellite imagery to check boundaries, measure turf, and landscape to provide customers with a fair price that isn’t plucked out of thin air. “It’s an accurate way to provide our customers with a fair proposal,” Jamie says.

The team in Baton Rouge offers complete year-round landscape management programs that include basic landscape maintenance and lawn care along with irrigation. They have expanded their service portfolio to include landscape renovations, new installations, landscape lighting and chemical applications for turf and shrubs. They can even plan and implement landscape improvement and renovation projects, no matter how big or small. Additionally, any service can be custom-tailored to the unique needs of a commercial property.

It’s proven to be an undeniably successful business model. U.S. LawnsBaton Rouge continues to expand, which they attribute to their customers’ loyalty and the U.S. Lawns-Baton Rouge team.

‘Your Turf, Our Lawn’ mantra guides company in the commercial

(From left) Alex and Jamie Carruth

THROUGH PRIVATE AND group executive coaching, workshops, and keynote speaking, Career Competitor helps companies and individuals realize their potential and optimize their growth.

With one-on-one executive coaching, Career Competitor, founded by Steve Mellor, guides clients through a process to bridge the gap between simply having ambition and bringing that ambition to fruition.

“It’s one thing to be ambitious, but what do you intend to do about it?” Mellor says. “If there’s no followthrough, it’s likely those intentions currently aren’t strong enough. We can develop that intentionality and take that vision and turn it into reality.”

Career Competitor works through a discovery process to establish where the client is in their career and where they want to get to. “We often assume we’re further along in our careers than we are. We also limit our capability significantly more than we realize,” Mellor says. “So the gap is greater, but it’s greater in a really exciting way.”

Mellor says successful clients have

a heightened curiosity. Coaching facilitates the process of turning that curiosity into intention. Further, coaching provides a process to identify gaps, and enables clients to develop the solutions and accountability needed to close those gaps to ensure they don’t return.

Career Competitor also offers workshops on leadership and culture development to help deliver a team’s optimal performance by bringing out people’s potential. Concepts addressed

in the workshops can be tied to oneon-one coaching. As such, clients take the principles developed through the workshops and learn to apply them to specific situations with individual coaching.

The coaching, workshops and speaking engagements provided by Career Competitor draw from Mellor’s extensive and highly diverse coaching experience. This includes previously serving as LSU’s associate head swimming coach and working

with Olympic and other elite athletes to help them realize potential they thought they had exhausted. Mellor recounts his approach to realizing optimal performance across all industries in his recent book Shock the World: A Competitors Guide to Realizing Your Potential.

Career Competitor’s diverse clients come from entrepreneurs and the financial, insurance, sales and government industries. Aside from established executives, the company works with young leaders, helping them adopt an executive mindset, despite not yet having the title.

Mellor stresses that, for Career Competitor, the emphasis is on coaching. “At the heart of coaching is someone who puts your best interests first and gives you the opportunity to realize what you’re capable of,” he says. “I come in with a belief that things have gone well up to this point, but there’s still potential for growth. With a coach, there’s no judgment, just pure optimism toward what we’re capable of achieving.”

Showing professionals what they’re capable of achieving

JR Construction lays groundwork for a strong community

JR CONSTRUCTION ISN’T only focused on building concrete foundations and framing for residential and commercial properties; their real specialization is building relationships. “What makes JR Construction unique is that we provide a turnkey service,” says Managing Partner Jack Pou. “We have the labor, the materials, and established relationships with local vendors to allow contractors to get materials, labor, and supervision at a price advantage.”

JR Construction prides itself on having experienced managers physically on the job site communicating with the general contractor and skilled craftsmen, not just checking in from a remote location. To better allow for this communication onsite, Pou holds a Spanish class monthly, teaching employees how to communicate effectively with their labor force, most of whom they have been working with for over eight years. “In today’s world, many craftsmen are Hispanic, and there can be a language barrier. Sometimes some expectations are missed because the

craftsman can’t communicate with the contractor. We’re onsite to ensure that the work that’s done is quality and that those expectations are communicated.”

As long-time members of the local community, Pou and his operations manager make it a priority for the JR team to get involved in community projects. They’ve donated and installed a handicapped ramp for

Kid’s Orchestra and participated in the 2022 and 2023 American Heart Association Walk, the St. Jude Dream Day Foundation, and SwollFest

Fishing Rodeo supporting OLOL Children’s Hospital. Along with their community involvement, Pou believes in building a strong company culture; he rewards his team for their hard work by taking them on group fishing and hunting trips.

Last year, JR Construction had its best year ever, doubling its revenue from 2021 and seeing an expansion throughout southeast Louisiana, from Covington to Houma and Thibodeaux. They branched out to form relationships with large builders in the area and are looking to continue to expand this year. They’re focusing on putting more quality control checklists in place and continuing manager and craftsman education. “As the residential market changes, we’re changing with it, and we’re having to pivot and do what we need to do to ensure business growth,” Pou says.

JR Construction has been working on more multifamily residential projects, too, like townhomes and apartments, as well as single-family homes.

Ultimately, JR Construction strives to deliver a quality project within budget for the contractor and owner of the property. “At the end of the day, we’re a service provider there to make sure the general contractor and owner are satisfied and getting the best return on their investment.”

TOP EXECUTIVES: Jack Pou, Managing Partner; Ryan Engquist, Partner; Alex Derousselle, Project Manager; Melissa Rollins, Controller

The JR Construction team

Community-centered culture benefits clients & staff

SINCE 1993, THE Baton Rouge office of McGlinchey Stafford has provided innovative legal services to local and national clients. Yet throughout its 30-year history, McGlinchey has been much more than a law firm. Deeply embedded in the community, the firm maintains an active commitment to community development, education and strengthening local organizations.

McGlinchey’s lawyers and staff have leadership roles in many local nonprofits (such as The Emerge Center), serve on school advisory boards, teach at LSU and Southern University law schools, sponsor community events, and contribute to and serve as leaders in Capital Area United Way campaigns.

“Being involved in the community is not required, you just see it happen at McGlinchey,” says Zelma Murray Frederick, Baton Rouge office managing member. “It’s engrained in the culture.”

That commitment was established in 1983, when Rubin, Curry, Colvin and Joseph was founded in Baton Rouge. Ten years later, that firm merged with McGlinchey. With three of the original

partners still practicing in the Baton Rouge office, the firm’s pioneering, community-focused values remain strong. For example, founding partner Mary Joseph, one of Baton Rouge’s first practicing women attorneys, continues to be a role model and leader at McGlinchey, Frederick says.

A community-centered culture benefits McGlinchey’s clients, as well, says Mike Rubin, member.

“Our clients view us not as scribes to

do their work, but as friends involved in something other than the law,” he says. “We like our people to be more than just lawyers … it’s important that we be fully rounded people. That means being involved in the community.”

McGlinchey encourages staff to pursue their interests and think innovatively about doing so.

“We want our lawyers and staff to think broadly,” Rubin says, “to develop

their own abilities and expand the firm’s abilities and knowledge base while fully serving our client’s businesses. To do that, we have to be entrepreneurial.”

Being located in Baton Rouge provides a unique vantage point for serving clients, as well.

“Our Baton Rouge attorneys are uniquely situated in that we work for local clients, but we also do a substantial amount of national work. We’re here geographically, but our reach is much further,” Frederick says.

Founded in New Orleans in 1974, McGlinchey has 17 offices across the U.S. and almost 150 attorneys licensed to practice in 32 states, districts and territories. McGlinchey’s managing member is based in Baton Rouge, the firm’s second-largest office.

As the office marks its 30th anniversary, “we’ll keep growing, while continuing to be reliable, top-tier, service-oriented attorneys for our clients,” Frederick says. “And we’ll continue to help build our community as we’ve done for 30 years.”

(From left) McGlinchey attorneys Mary Terrell Joseph, Michael Ferachi, Kristi W. Richard, Mike Rubin, Zelma Murray Frederick, Amanda Stout, Rick Curry.

]

Creating opportunities for small and disadvantaged businesses

THROUGH MULTIPLE COMPLIANCE programs, the Louisiana Department of Transportation and Development (DOTD) provides more inclusive, fairer opportunities for Louisiana businesses and employees working on transportation projects across the state.

The Disadvantaged Business Enterprise (DBE) and Small Business Enterprise (SBE) program—DOTD’s largest compliance program—establishes a level playing field for socially and economically disadvantaged contractors to work on federally funded projects, including highway construction, airport concessions and transit administration.

Projects that receive funding from the U.S. Department of Transportation and are more than $150,000 may qualify for DBE/SBE goals, which range from 4 percent to more than 20 percent of the awarded contract amount. DBEs/SBEs certified by the department can secure work as subcontractors for prime contractors or bid on projects themselves.

To qualify as a DBE, a business must be at least 51 percent minority- or woman-owned and cannot exceed a three-year gross-average business income of $30 million and personal net worth of $1.32 million. DOTD offers prospective DBEs/SBEs one-on-one,

free meetings with consultants to help them prepare their application for department certification, and provides assistance after they are certified.

Since October 2022, DOTD’s threeyear DBE goal has been 16.7 percent of all contracts committed per federal fiscal year. The department exceeded its previous goal of 15 percent.

“We want to grow the program and see more small- and minori-

ty-owned businesses certified,” says Paula Roddy, Compliance Programs Director. “By doing that, we can place higher goals, which will create greater opportunities for small- and disadvantaged-business owners.”

DOTD also administers a voluntary on-the-job training (OJT) program similar to an apprenticeship. The department reimburses contractors working on highway construction projects $3

per hour for training new employees or upskilling existing employees. To enhance workforce diversity, DOTD encourages hiring minorities or traditionally underrepresented groups, such as women, in OJT positions. The department is in preliminary stages of piloting an additional OJT program. Working with the Office of Juvenile Justice and the Department of Children and Family Services, DOTD’s program would provide a pathway for youth exiting the criminal-justice or foster-care systems to become trainees. A similar program in Washington state has had a positive impact on the same population of exiting youth.

Other DOTD Compliance programs – including Contract compliance, Labor compliance, Title VI/ADA and Title VII/ EEO, ensure employees are treated fairly, paid correctly, have proper working conditions and adhere to ADA requirements.

“Creating opportunities for smalland disadvantaged-business owners to grow their capacity, helping new startups, making sure our youth are trained in areas that feed into employment opportunities with prime contractors, and ensuring people are treated fairly brings money into our economy and keeps people in Louisiana,” Roddy says. “That’s a win-win all the way around.”

LOUISIANA DEPARTMENT OF TRANSPORTATION AND DEVELOPMENT

Cutline

Executive and management training improves collaboration and company alignment

MAURICE

VELASQUEZ LEADERSHIP

& MANAGEMENT specializes in helping executives, managers and supervisors become more effective and cohesive in their leadership, collaboration, and decisionmaking to help all their departments become high-performing teams.

The primary avenue Velasquez uses is a powerful and proven training program he has designed from over 20 years of helping clients locally and across the country, both in the profit and nonprofit sectors, of different sizes and from multiple industries. The training is a four-day program tailored for each individual client based on an initial assessment he does with the leaders. He then follows up with reinforcement coaching over several months to help the leadership teams implement the skills successfully and ensure that it produces greater efficiency and greater alignment throughout the organization.

“When executives, middle managers and frontline supervisors are collaborating better, it has

an immediate positive impact on employees, morale, team culture, performance, and growth” says Velasquez, who started the company as Team Real World in 2008, but recently rebranded it after the pandemic to meet client needs better.

Velasquez offers his training program several times throughout the year in public enrollment or in private sessions at client sites, which allows him to tailor the program to their specific needs. And with training now becoming more accessible remotely,

he also offers his program in Zoom sessions and through his video subscription library on his website. “Regardless of which venue we use for the training, we always dive in to identify the traps that are hindering our clients and show them how to use our tools, habits, and skills to create alignment, better communication, and more consistent results,” he says. “It works. The program is practical and very applicable.”

He has provided training for companies such as JM Testing, Business Report, Ferrara Fire, Core Occupational Health, several banks and credit unions, as well as nonprofits such as Hope Ministries, Greater Baton Rouge Food Bank, and Matters of the Heart.

Velasquez hosts a weekly podcast called “Winning in the Workplace,” which streams on Fridays on Facebook and Spotify, and he is looking to scale and onboard additional trainers and coaches to help more clients locally and nationwide.

Maurice Velasquez

An organization that believes everyone is an artist

WHILE THE ARTS COUNCIL of Greater Baton Rouge originated as a Junior League project in 1973, it’s grown to be much more.

In January 2022, The Arts Council opened the Cary Saurage Community Arts Center, converting a blighted building in downtown Baton Rouge into a vibrant workspace for artists and creatives. The center contains everything from a state-of-the-art recording studio to a kiln room. The expanded space allows for the Arts Council to host camps and classes for all ages, as well as host artists that need a space to create. President and CEO Renee Chatelain hopes that everyone can enjoy their new space, not just artists.

When creating the plans for the center, Chatelain looked to the past. “It was really important to me to look to the people on whose shoulders I stand—those people still with us who served in capacity from board services to artists,” she says. “Peg Towers,

the chair of the Junior League board tasked with starting an arts council in 1973, provided us with lots of historical documentation and reflection. It’s important to us to look back, but also to use that information to look forward.”

Chatelain believes that the Arts

Council is unique because it not only creates programming through the arts, but strives to foster the creative capacity of others. “The more sustainable model is to empower people to create and to give them a platform. It makes our community better,” she says.

Drawing inspiration from national arts

advocate Jamie Bennett (who believes that instead of “giving a voice to the voiceless,” the arts are about “giving ears to the earless”) Chatelain hopes to expand Baton Rouge’s listening capacity so everyone’s voice can be heard.

This year marks the 50th anniversary of the Arts Council’s creation, and Chatelain is already working on bigger projects to expand the council’s reach. The Arts Council serves eleven parishes, but they’d like to better connect with regions outside the immediate Baton Rouge area. They are working on enhancing senior living spaces by bringing in artists and expanding into economic development and advocacy. They’ve recently created the Everett G. Powers Creativity Fund, named after one of the first leaders at the Arts Council. It focuses on empowering people with great ideas. “You don’t have to call yourself an artist; you just have to have an idea for something creative that changes the game for our community.”

(From left) Director of Communications Pam Bordelon and Executive Vice President Jonathan Grimes record an episode for the AC23 podcast at the Jan & Bill Grimes Recording studio, which is housed inside the Cary Saurage Community Arts Center.

Company prints with a passion

FOUNDED BY THE LETTERMAN

FAMILY in 1949 as a printer of technical documents, Lettermans’ main product has taken a dramatic shift under the guidance of President & CEO Steven Perret, whose family bought the business in 1983.

Perret explained that his company has spent the last five years reorienting its printing business to focus on becoming a leader in creating custom wallcoverings, project signage, presentation graphics and interior signage for Baton Rouge’s architecture, interior design, and construction community, as well as other businesses across the state. Their X-factor? Employing a team of technicians that prints and fabricates designs with the same passion that their clients have for their businesses.

“Our mission is to help our clients see their vision in print through our commitment to quality standards, technology and a knowledgeable well trained staff that prints with passion,” Perret says.

Creating designs for both indoor and outdoor use, Perret explained that his company has graphics at every step

of a construction or design project’s life cycle, from fence wrappings during the building process to custom wallcoverings and interior signage finishing the space. The company works in close cooperation with their clients, which, Perret says, is to ensure an energetic collaboration with companies that share Lettermans’ passion for design.

“We’re working to build systems that allow our team to deliver products and services through an unmatched experience,” Perret says. “There’s a big difference between a product… and an experience.”

Lettermans is also responsible for designing, fabricating, and installing ADA compliant braille and wayfinding

signage in buildings across the state, a practice they are currently expanding, Perret says. While their primary clientele are Baton Rouge architects, interior designers, and construction firms, their signage appears across the state, diversifying into other market segments like healthcare, retail, education, and restaurants, including printing and signage for local restaurants like SoLou, Jubans, and La Carreta, and into New Orleans with Copeland’s. “These are examples of some of the market segments we are serving now that are very different from the markets we’ve served in the past,” Perret says.

Honoring the seven-decade-strong traditions of Lettermans while moving into the future, Perret says that while conversations are being held about expanding into digital signage, their offering for the foreseeable future will remain physical print. “The next three to five years, our focus is to become the leader of signage and graphics for the architecture, interior design and construction community in Louisiana and beyond,” he says.

Technicians print and fabricate designs at

Copeland's of New Orleans on the Northshore

HIRING EVENTS AND EMPLOYER SERVICES

EmployBR is an integral part of the Workforce Development System designed to provide an effective workforce delivery environment for employers and job seekers.

EMPLOYER

BASED TRAINING (EBT)

Designed to help individuals gain work-related skills

RECRUITING EVENTS

On and off-site customized events to assist individual employers with current job vacancies. These events can be held in our centers at no cost to you

INDUSTRY-SPECIFIC CAREER FAIRS

EmployBR will host smaller Industry-Specific Career fairs throughout the year focusing on high growth, high demand job opportunities

CANDIDATE SCREENING

Applicant screening and document collection as well as pre-employment assessments and potential applicants

CANDIDATE SEARCH

Online database allows companies to search for qualified candidates based on skill sets needed

JOB OPENINGS

Announcements of current opportunities posted on online job board

Contact us for more information at  business.services@brla.gov