Business Report, October 2020

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CONTENTS

Publisher: Rolfe H. McCollister Jr.

EDITORIAL Editorial director: Penny Font Executive editor: JR Ball Editor: Stephanie Riegel Assistant editor: Allan Schilling Online news editor: Deanna B. Narveson Staff writers: Caitie Burkes, Holly Duchmann Digital content editor: Mark Clements Contributing writers: Sam Barnes, Tom Cook, Maggie Heyn Richardson Contributing photographers: Brian Baiamonte, Marie Constantin, Don Kadair, Tim Mueller, Collin Richie

ADVERTISING Sales director: Kerrie Richmond Senior account executives: Marielle Land-Howard, Kelly Lewis Account executives: Mary Katherine Bernard, Mandi Bryant, Taylor Fountain Advertising coordinator: Brittany Nieto

The

TAX MAN

CORPORATE MEDIA Editor: Lisa Tramontana Content strategist: Allyson Guay Multimedia Strategy Manager: Tim Coles Account executives: Judith LaDousa

CUSTOM PUBLISHING Sales director: Erin Palmintier-Pou

MARKETING Chief marketing officer: Elizabeth McCollister Hebert Marketing & events assistant: Taylor Floyd Events: Abby Hamilton Community liaison: Jeanne McCollister McNeil

Blending smarts, talent and a strong work ethic, Jason DeCuir has become a powerful, business-friendly expert on state and local tax policy.

COLLIN RICHIE

ADMINISTRATION

COVER STORY - PAGE 32

Digital manager: James Hume Multimedia strategy manager: Tim Coles Assistant business manager: Tiffany Durocher Business associate: Kirsten Milano Office coordinator: Tara Lane Receptionist: Cathy Varnado Brown

PRODUCTION/DESIGN

PUBLISHER’S VIEW

NEWS

THE LIST

6 Endorsements: Steve Carter for mayor-president

42 Finding success in a pandemic Startup Relief Telemed is experiencing rapid growth after going all-in on COVID-19 testing.

51 Banks

44 Last call?

Frustrated bar and club owners argue they’ve been unfairly targeted by Louisiana’s pandemic regulations.

57 The Big Picture

STARTUP 10 Big Story: Recovery road 11 Data Bank: Numbers that tell the story 13 3 Things to Know: Dan Ducote 15 Entrepreneur: Firdaws Ashiru 16 Tom Cook 17 Design: LABI Center for Free Enterprise 19 Business Lunch: Kalurah Street Grill 21 Nominations open for Business Awards and Hall of Fame 22 Bottom Line: Economic indicators

FOCUS: BANKING & FINANCE 48 A juggling act Baton Rouge community banks are trying to keep capital flowing while mitigating increased risk in an uncertain economy.

23 First Class Travels: Napa Valley, California

53 Credit Unions

VIEWPOINT 58 Random Thoughts 59 Feedback

4

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AUDIENCE DEVELOPMENT Audience development director: Katelyn Oglesby Audience development coordinator: Ivana Oubre A publication of Louisiana Business Inc. Chairman: Rolfe H. McCollister Jr. President & CEO: Julio A. Melara Executive assistant: Kathleen Wray Circulation/Reprints 225-928-1700 email: circulation@businessreport.com

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60 Company News

Volume 39 - Number 3

64 Moving Up

©Copyright 2020 by Louisiana Business Incorporated. All rights reserved by LBI. The Greater Baton Rouge Business Report (USPS 721-890 ISSN 0747-4652) is published monthly by Louisiana Business Inc. Reproduction without permission is prohibited.

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BUSINESS REPORT, October 2020 | BusinessReport.com

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Issue Date: October Ad proof #4

• Please respond by e-mail or fax with your approval or minor revisions.

• AD WILL RUN AS IS unless approval or final revisions are received by the close of business today.

• Additional revisions must be requested and may be subject to production fees.

Carefully check this ad for: CORRECT ADDRESS • CORRECT PHONE NUMBER • ANY TYPOS This ad design © Louisiana Business, Inc. 2020. All rights reserved. Phone 225-928-1700 • Fax 225-926-1329

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PUBLISHER’S VIEW

Endorsements: Steve Carter for mayor-president

ROLFE MCCOLLISTER JR. I HOPE WE can all agree Nov. 3 will be an important day for the future of our parish, state and nation—and we should exercise our right to vote. There are many candidates and issues on the ballot that deserve our time and attention to make an informed decision.

It is sad to see how politics has divided our nation. I am certain this next month will be vicious and very personal—which is the norm for political campaigns. You can also count on the media to focus on everything negative in the world, another norm. Their clear political bias continues to erode the public trust, which is at an alltime low.

There were those who suggested I just pass on making any endorsements this time in order to avoid controversy and personal attacks on my views. But this is America, the land of the free, where speech is protected and even if one disagrees with my position, we all still have the right to express it in a civil manner.

There are those across the country trying to intimidate people to be silent. Our freedoms and rights came with a high price on the battlefield and I cherish free speech.

I also know we often pay for our “free” speech with retribution from others.

Early voting begins Oct. 16 and Election Day is Nov. 3. Mail-in ballots are available. There are many good candidates and I commend those offering to serve the public.

After reviewing information on the candidates, some interviews, watching debates, talking with others, and knowing many personally, I offer my endorsements in select races below: 6

EBR MAYOR-PRESIDENT STEVE CARTER As our executive editor, JR Ball, and I interviewed the six major candidates (Frank Smith declined), we noted that our parish government is a billion-dollar business with some 4,500 employees and this is the position of CEO. All claimed they were the best person to fill it. But they don’t get to decide—you do.

Each in the field has a passion for Baton Rouge and deep roots.

They have a wide array of experiences they bring as well as a variety of age. (We often say more young people need to be involved in our city, and Jordan Piazza is 32. He stepped up and has ideas on many issues. Impressive.) They all care about the future and want to make a contribution to their hometown. I applaud that.

In the runoff four years ago, I endorsed then-former state Sen. Sharon Weston Broome, writing that in a global economy and battle for attracting talent, we must be innovative and think big. I wondered who could unite our parish and work effectively with the Metro Council to move our community forward. I said then, there are no guarantees and “the proof is always in the pudding.”

Well we’ve had the pudding.

I admit that at times it got very hot in the kitchen for the mayor over the past four years. And she brought calm in some very racially tense situations. I have known Broome for a long time and supported her in the past for her legislative roles. She discovered being CEO is different. Everyone says the mayor is a nice person, honest and respected. But she has not united the parish and I see a lack of big and bold ideas.

MovEBR is a major accomplishment but it came with the backing and funding from the business community, including Jim Bernhard and Mike Wampold.

Then we live in a parish where the crime is rising and the population over the past three years is declining. And during the pandemic while businesses were either laying off or furloughing workers, our CEO did not, despite revenues falling. Was that wise?

Unfortunately, like a nice coach who doesn’t win enough, many want a change and a desire to compete for a championship— and that is where I am in this race.

I believe former state Rep. Steve Carter would be the best choice for mayor-president. Those who know and worked with him in the Legislature describe him as “upfront and honest,” and when the heat came on tough issues “he didn’t melt.” They add Carter was humble and “did the right thing and didn’t worry who got the credit.”

Carter headed the Capital Region Legislative Delegation and developed good relationships across the aisle, listened and brought folks together to accomplish things. He was a leader for education reform and school choice and chaired the House Education Committee exhibiting a strong backbone.

Carter has good experience but doesn’t believe he has all the answers and is not afraid of seeking bold ideas. He wants to build the championship team and talent to execute those new ideas and improve Baton Rouge. Play for championships. Unite us around winning.

Like four years ago, there are no guarantees. You decide who is your CEO. I choose Carter.

PRESIDENT DONALD J. TRUMP Some believe this election is a battle for the meaning of America.

It is in that context that I made my decision, rather than a choice between the two party representatives I witnessed Sept. 29 on the debate stage. That was an embarrassment for our country and the office of president.

But while many of us may not be happy with the choices, the ballot will still say Donald J. Trump versus Joe Biden. They represent their respective party principles and a philosophy that defines America. Their antics and words often diminish that.

I didn’t vote for Trump—or Hillary Clinton—in 2016. Trump’s tweets and actions are often offensive and even disgusting.

Unpresidential.

But he has a record over the past 47 months that includes achievements such as lowering taxes, growing a very strong pre-pandemic economy, appointing conservative judges and standing up to China. He is a strong supporter of the military, the Second Amendment and the unborn. And he believes in a good America, despite our flaws.

I compare that to former Vice President Joe Biden, who has been on the hill for 47 years, including eight as vice president. What happened on his long watch? How does he suddenly have all the answers?

While Biden claimed in the first presidential debate, “I am the Democratic Party,” I don’t believe that for a second. Rather, other Democrats are in control of Biden’s agenda and “the woke are leading the weak.” That concerns me and influenced my decision. And who are “the woke” that I despise and scare the hell out of me if put in charge of America? How about Nancy Pelosi, Chuck Schumer, Bernie Sanders, Alexandria Ocasio-Cortez, Adam Schiff, Barbara Boxer, Ilhan Omar, Jerry Nadler, Rashida Tlaib— and of course, Kamala Harris. I could go on but that’s 10 liberal Democrats (some socialists) vs. one Trump.

Biden will mean trillions in new taxes and a Biden (Green) New Deal, which would basically bankrupt and destroy Louisiana.

I am not happy with the situation, but this election is a binary choice. So, I choose to remain in the frying pan with Trump, rather than jumping into the fire.

U.S. SENATE BILL CASSIDY Senator Bill Cassidy has been called a “true champion” for Louisiana’s small businesses, earning the endorsement of the National Federation of Small Businesses, where he has had a 100% voting record.

As a doctor in the Senate, Cassidy has been a respected leader on health care issues and worked across the aisle to address surprise billing by hospitals and the high cost of prescriptions.

BUSINESS REPORT, October 2020 | BusinessReport.com

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PUBLISHER’S VIEW Cassidy has been a public servant since his first days working at Earl K. Long Hospital. In 2014 he was elected to the Senate.

He now serves on the Finance Committee, the Health, Education, Labor, & Pensions Committee, the Energy and Natural Resources Committee, and the Veterans Affairs Committee.

Cassidy has represented Louisiana well in serving the people of our state and made a difference for America.

U.S. HOUSE-6TH DISTRICT GARRET GRAVES Some things don’t change. I looked back to see what I wrote about Garret Graves when he first ran for Congress in 2014. I described him as “independent, intelligent, hard-working and a man of character.” That statement is even more true today. Most politicians settle in and let the power go to their head expecting to “be served” instead of “serve.”

Rep. Graves may be the hardest-working member in Congress.

A true public servant. But he is also very effective and his list of accomplishments is long, representing billions for Louisiana and our coast, flood recovery, Comite Diversion canal and our interstate.

He is a proven leader.

U.S. HOUSE-5TH DISTRICT LUKE LETLOW Luke Letlow represents a new generation of leadership in Louisiana, but with the traditional values of the 5th District. He has prepared to lead.

Current Rep. Ralph Abraham is retiring. He has endorsed Letlow, saying, “Luke Letlow knows the 5th Congressional District better than anyone, and more importantly, he truly cares about the people of this district.”

Abraham served with distinction and I am confident Letlow will follow in his footsteps.

APPELLATE COURT 1st circuit, 2nd District, Subdistrict 1, Div. A: Judge Chris Hester

19TH JUDICIAL DISTRICT COURT Div. D.: Will Jorden Div. K.: No endorsement Div. G.: Judge Richard Anderson Div. M.: Judge Tiffany Foxworth

8

FAMILY COURT Div. D.: Judge Hunter Green

JUSTICE OF THE PEACE Ward 3, District 2: Steven Sanders Ward 3, District 3: Larry Spencer

EBR METRO COUNCIL There are 40 candidates for Metro Council. Old and new faces.

I simply must defer comment until the runoff. The voters will narrow the field, but recent dysfunction displayed over reopening bars and acquiring a tire shredder put some incumbents on the hot seat.

CONSTITUTIONAL AMENDMENTS Public Affairs Research Council provides an excellent guide online, at parlouisiana.org, that outlines the pros and cons for each proposed amendment. Here is my position on each: No. 1: YES. Do you support an amendment declaring that to protect human life, a right to abortion and the funding of abortion shall not be found in the Louisiana Constitution?

Abortion is legal in all states based on U.S. Supreme Court ruling. If that changes, Louisiana already has a “trigger” statute in place that would ban abortion.

This amendment would affirm that the state constitution does not contradict that position and end up in court. As PAR says, “The purpose of this amendment is to place the abortion issue in the hands of the people through their elected officials and their statewide vote on this amendment, rather than with their state court judges.” This is a pro-life vote.

No. 2: YES. Do you support an amendment permitting the presence or production of oil or gas to be included in the methodology used to determine the fair market value of an oil or gas well for the purpose of property assessment?

This would allow consideration of a well’s oil and gas production when valuing it for property tax assessment. As PAR notes, this change was supported by both assessors and the oil and gas industry. Louisiana has been unusual in the past and this is a common sense approach.

No. 3: NO. Do you support an amendment allowing for the use

of the Budget Stabilization Fund, also known as the rainy day fund, for state costs associated with a disaster declared by the federal government?

The rainy day fund was established for revenue shortfalls. While we certainly want funds to help those in need, the federal government provides those emergency funds. If such a disaster did cause a shortfall in revenues to the state, then the rainy day funds would be available under the current law.

While the intent is well-meaning, it is not necessary and could drain the fund intended for fiscal disasters. We should leave it alone.

No. 4: YES. Do you support an amendment limiting the growth of the expenditure limit for the state general fund and dedicated funds, and to remove the calculation of its growth factor from the constitution?

We need to restrain the growth of government, which gets bigger every year. Currently, the growth factor in the constitution is based only on the annual personal income. This change would allow for a statute that averages four items: three-year average growth in personal income, the change in state gross domestic product, inflation and population change. This method is projected to slow the growth rate from the past.

No. 5: YES. Do you support an amendment authorizing local governments to enter into cooperative endeavor ad valorem tax exemption agreements with new or expanding manufacturing establishments for payments in lieu of taxes?

This provides options (PILOTs) for local governments to use instead of the ITEP program for manufacturing. Currently a plant might get an eight-year exemption and then begin paying property taxes. This would allow a local government and plant to agree on a schedule of payments beginning year one and running over a period of time in lieu of paying property taxes later. Industry would pay sooner but have a consistent schedule and may pay a little less.

These are used in other states.

Many local government associations and business groups support this amendment. The assessors oppose because they lose control of property tax and power.

No. 6: NO. Do you support an amendment increasing the maximum amount of income a person may receive and still qualify for the special assessment level for residential property receiving the homestead exemption?

The current income limit is $77,030 and rises with inflation.

It would increase to $100,000 and remain at that level until 2026 and then increase with inflation. This amendment only applies to those age 65 and over, disabled vets, surviving spouse of military killed in action and the totally disabled.

This benefit freezes the assessment of home, not their taxes. Any new millage rates are added and paid.

However, the median household income for those ages 65-74 is $53,465 so a majority of seniors are currently covered. Local governments need a stable tax base and this seems unnecessary for a select few.

No. 7: YES. Do you support an amendment that creates the Louisiana Unclaimed Property Permanent Trust Fund to preserve the money that remains unclaimed by its owner or owners?

This is money the state gets each year but belongs to others. Any unclaimed excess went into the general fund. But claims, thanks to improved technology, have gone up from 45,000 claims in 2018 to 207,000 in 2019. This would put the money belonging to citizens in a trust fund which could be invested (50% into equities) and only the gains and interest each year would go into the general fund. A sound approach.

STATEWIDE PROPOSITION Allowing sports betting (each parish decides individually): NO Many argue this simply makes an already popular activity legal while also getting business back from Mississippi and generating tax revenue. But it is also an expansion of gaming in a state that not only has the nation’s second-highest poverty rate but also allows the most gambling option types in the country.

People are free to spend their money how they choose but I have consistently opposed the expansion of gambling in Louisiana because of a concern for those who lose and their families.

BUSINESS REPORT, October 2020 | BusinessReport.com

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Daily-Report.com | BUSINESS REPORT, October 2020

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START UP TH E B IG STORY

Recovery road

ISTOCK

The Capital Region’s post-pandemic economic recovery will be a slow one. BY HOLLY DUCHMANN

UPSIDE: Work at the Port of Greater Baton Rouge and planned petrochemical projects are expected to boost the local economy over the next 18-24 months.

The long haul: In the wake of the global economic destruction wrought by the novel coronavirus, the local and statewide road to recovery will most likely be a long one. That’s according to economist Loren Scott, who presented his annual Louisiana Economic Outlook as the keynote speaker for Business Report’s Louisiana Business Symposium last month.

The big picture: The recovery in the Baton Rouge metro won’t be quick and will resemble more of a “Nike Swoosh” than a straight “V.” The recovery projection also hinges on a few key assumptions becoming reality.

• Large petrochemical plant turnarounds, the resumption of construction on stalled industrial 10

projects and final investment approval on new projects will be necessary for the Baton Rouge metro to recoup its lost jobs.

• While there’s already some $4.2 billion worth of projects underway in the Baton Rouge area, progress on several projects has been slowed or paused because of the pandemic.

• There’s some $6.2 billion in projects that have been announced but have yet to receive a final investment decision. Some projects, like the $1.2 billion Shell Chemical project, have been postponed for 18 to 24 months.

• A resurgence of the restaurant and retail sectors along with an increase in industrial construction and the anticipated start of several big-dollar public-sector infrastructure projects will drive growth.

Why it matters: The Baton Rouge MSA was one of the hardest-hit metros in the state by the pandemic and its related stay-athome orders, • Some 52,800 jobs in the region—12.7% of the metro’s workforce—were shed in April.

• The metro includes three casinos and has a significant amount of construction employment, putting it in a vulnerable position once the restrictions were enacted earlier this year.

• Through July, Louisiana has regained 49% of the jobs lost since April, with most sectors seeing progress toward recovery.

Bottom line: Looking ahead, there’s two large uncertainties to keep in mind when projecting economic recovery through

2022—a vaccine and the presidential election.

• Despite its losses, the Baton Rouge metro is one of three in the state forecast to recover by 2022 all the jobs it lost to the pandemic. Optimistically, Scott projects the Baton Rouge metro to add 17,300 jobs in 2021 and another 5,800 in 2022.

• The state government sector partly shielded the Capital Region from job losses and that same sector is largely responsible for the MSA regaining 51% of jobs lost since April.

• Scott forecasts Louisiana will leave 2020 with 105,400 fewer jobs than before the pandemic took hold.

By the end of 2022, the state will have recovered about 90% of those jobs, with 72,600 jobs recovered in 2021 and another 21,500 jobs in 2022.

BUSINESS REPORT, October 2020 | BusinessReport.com

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Issue Date: October Ad proof #2

• Please respond by e-mail or fax with your approval or minor revisions.

• AD WILL RUN AS IS unless approval or final revisions are received by the close of business today.

• Additional revisions must be requested and may be subject to production fees.

START UP DATA BANK

Carefully check this ad for: CORRECT ADDRESS • CORRECT PHONE NUMBER • ANY TYPOS This ad design © Louisiana Business, Inc. 2020. All rights reserved. Phone 225-928-1700 • Fax 225-926-1329

Numbers tell the story

Honored to be named an LSU One Hundred Company

BY HOLLY DUCHMANN

48

Percentage of Baton Rouge residents who support letting all Louisiana voters cast their ballots by mail

COURTESY BATON ROUGE AREA FOUNDATION

69

Percentage of Baton Rouge residents who support a plan to restore the University Lakes system

$22 million $4,163,596.37

Amount being spent to move Hollywood Casino on land

TO OUR TEAM: Your hard work has brought this good day to us.

Thank you for the job well done.

Amount of Main Street Recovery Program funds distributed to East Baton Rouge businesses through Sept. 16

$2 million Line of credit Visit Baton Rouge will seek from a private lender if it runs into financial trouble later this year or next

O

C IE

Paul Arrigo

NS TAN TI N

Moran Construction Consultants, LLC AR M

Sources: Daily Report, Baton Rouge Area Foundation CityStats, Louisiana Department of the Treasury

601 St. Charles Street • Baton Rouge, LA 70802 225-256-0019 • www.morancc.com Daily-Report.com | BUSINESS REPORT, October 2020

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• Additional revisions must be requested and may be subject to production fees.

Carefully check this ad for: CORRECT ADDRESS • CORRECT PHONE NUMBER • ANY TYPOS This ad design © Louisiana Business, Inc. 2020. All rights reserved. Phone 225-928-1700 • Fax 225-926-1329

SPONSORED CONTENT

between the pages

SPONSORED BY:

Get back in the game:

How local career coaches are getting people back to work

F

rom blue collar to white, the spread of the coronavirus has impacted millions of jobs worldwide. In only six months, more than 60 million Americans filed for unemployment insurance. Businesses large and small have had to shift priorities and reduce staff. This strain is affecting nearly every industry, and people who have led successful careers up to this point are forced back in to the trenches of job hunting.

Problem is, the hunt looks a lot different now.

Times have changed. Presenting yourself as an ideal candidate takes more finesse and tech savvy these days. Most applications are submitted online, interviews are conducted via video interview, and even the standard resume requirements have evolved. Diving back in can feel daunting, but Baton Rouge job seekers have access to assistance. Employees being laid off, furloughed or terminated, seeking new skills and responsibilities, new to the workforce, or even just looking to change careers can get free coaching from the experts at the Career Center at the East Baton Rouge Parish Library.

After a major local plant laid off a good deal of its workforce, Ursula Carmena approached the Library in 2003, recognizing the need for career counseling.

These people needed assistance, and Carmena volunteered her time to set up and run the new center herself. The following year, the EBRP Library officially launched its Career Center, based out of the old River Center Branch. By 2008, the Library hired certified career coach Anne Nowak to run the Career Center on a part-time basis, and since then, the Career Center has grown to include Nowak and three full-time and two part-time staff members operating six days per week. Nowak employs tools like one-on-one sessions, seminars, assessments, use of databases, and pertinent literature to teach individuals how to become their own career managers and make them more resilient to career setbacks and layoffs.

The Career Center is not an employment agency or a job training agency. It is a free public service offering trained and professional help and extensive resources to identify your needs while planning a career path and conducting your job search.

Call (225) 231-3733 or visit careercenterbr.com to schedule a free meeting with a career coach.

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SUPPORT FOR EVERY CAREER LEVEL JOB SEARCH • Work with a career coach to develop personalized job search strategy.

• Receive assistance in writing customized professional resumes, cover letters and LinkedIn profiles.

• Learn how to develop a more effective networking strategy.

• Access to job board with current job leads.

INTERVIEW PREP • Prepare with mock interviews, both live and remote.

• Tips for crafting answers to commonly used interview questions.

• Private Library meeting rooms and laptops are available for online (Skype, etc.) interviews.

CAREER DEVELOPMENT • Career choice and formulating career goals.

• Online assessments.

KEEP GROWING • Career Center seminars keep participants ahead of the competition.

• Subscribe to the Career Center’s YouTube channel for helpful tips in videos uploaded twice a week.

WHAT MAKES A GOOD CAREER COACH? EXPERIENCE Anne Nowak is a certified job and career transition coach, Academy-certified resume writer and certified to administer the Strong Interest Inventory. She has headed the Career Center since 2008. Before joining the Career Center, Anne spent several years in human resources, most recently as HR Planning Manager for an international management consulting firm. Anne received a Bachelor of Arts from Wartburg College in Waverly, Iowa, and a Master of Arts from the University of Bonn in Germany. Nowak built a talented team with two certified professional resume writers on staff as well as a certified career development facilitator. Their backgrounds before the Career Center are diverse, enabling them to assist in careers like teaching, ministry and higher education.

In 2019, the Career Center won the Exemplary Career Center Award from the National Career Development Association.

BUSINESS REPORT, October 2020 | BusinessReport.com

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STARTUP

EXECUTIVE BRIEFING

3 THINGS TO KNOW:

DAN DUCOTE Senior Managing Member, Enginuity Global

1

Ducote had a 30-year background in industrial sales before launching Enginuity Global in 2017. Ever since he and his two partners developed a business plan based on “existing, solid industry relationships,” the company has added 25 employees and derived most of its revenues by developing custom software for plants and manufacturers to help them run their systems more efficiently.

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He sees new market opportunities coming from the pandemic. For instance, Enginuity has begun selling a wearable Bluetooth device, called a Halo, which helps wearers practice social distancing on large job sites and stores data that can be used for future contact tracing. It’s also selling a hands-free, voice-activated RealWearbranded headset that houses an Android tablet to allow for remote monitoring on construction job sites.

3

DON KADAIR

Ducote owns one share of the Green Bay Packers. His late father was a Packers fan, so when the team held its fifth and most recent stock sale in 2011, Ducote bought a share to honor him.

Fishing trips “I’ve fished all over the U.S. and Canada, usually when I take a business trip. It’s a fun way to see the country.”

Planting bonsai trees “There are so many ways you can make them your own, especially now that they’re doing plants that are native to Louisiana, like bonsai cypress trees.”

Lunch at Louisiana Lagniappe “I love their fish, any way they do it.”

Collecting coins “When I was little, a great-uncle shared some of his coins with me—nothing particularly valuable, but they were valuable to me. Now I have hundreds in my collection.”

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FAVORITE THINGS:

Motivational messages “Any piece that spins positively is what I like reading. I’ve been doing ‘positive news of the day’ posts on LinkedIn every day, and it helps keep me mentally focused.”

Daily-Report.com | BUSINESS REPORT, October 2020

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Join us as we celebrate the Capital Region’s rising stars!

Forty 2020

This VIRTUAL EVENT will stream live on Facebook, YouTube and Linkedin!

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BUSINESS REPORT, October 2020 | BusinessReport.com

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STARTUP

ENTREPRENEUR

Firdaws Ashiru Founder, Fresh Hibiscus Tea

WHAT THEY DO: Hibiscus tea

WEBSITE:

freshhibiscustea.com

NEXT GOALS:

Product placement in retail stores

BREW Born in Nigeria, Firdaws Ashiru’s family moved to the U.S. in 2009. With aspirations to start a food-related business one day, Ashiru pursued an entrepreneurship minor through LSU’s Stephenson Department of Entrepreneurship & Information Systems.

Growing up in Nigeria, Ashiru’s family drank a lot of hibiscus tea at parties and family dinners, but the drink wasn’t as available in stores in Louisiana.

After Ashiru took a site tour of the LSU AgCenter Food Incubator, she realized she could start a business selling hibiscus tea before she graduated in 2019.

POUR Taking advantage of local resources like the Food Incubator, Ashiru officially launched her business, Fresh Hibiscus Tea, in 2017. “I believe that the first state of eating is with your eyes. I originally wanted a restaurant but decided to start simple with a product to get a feel for the food industry.” She originally launched the business with two hibiscus teas, one with ginger and one with pineapple. Over the years, Ashiru has tweaked her packaging and expanded to offer a sugar-free hibiscus tea blend. She sells her teas at farmers markets across the region, at Light House Coffee in Baton Rouge and online.

“The highlight of entrepreneurship is that I can decide myself how I can support and give back to my community.”

DRINK One of Ashiru’s goals for Fresh Hibiscus Tea is to create a community of tea lovers by educating people about the benefits of hibiscus. Her products are organic, caffeine-free and vegan friendly. “The ultimate goal is to get into Whole Foods, but I want to take it one step at a time and build the community up.” One prominent pillar of the company is giving back to local communities. Along with having an internship program, Ashiru and her team volunteer at a local food pantry once a month distributing groceries. “The ability to assist and help people, it’s something that’s important to me. I donate my time and a portion of sales from my business.

I want to continue to help the community and to give back.”

—By Holly Duchmann • Photography by Brian Baiamonte

Daily-Report.com | BUSINESS REPORT, October 2020

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STARTUP

REAL ESTATE

Pain specialists coming to Bluebonnet building

TOM COOK JOHN C. CROSBY, a pain management doctor, will expand his practice, Louisiana Pain Specialists, from its location at 7922 Summa Ave. to a building he purchased at 4580 Bluebonnet Boulevard in the Elms Office Park. Documents show IPI Properties LLC, represented by Barrett Johnston, as the seller and JCC Holdings LLC, represented

by John C. Crosby and Janene Crosby, as the purchaser. The Sept.

16

14 sale was brokered by Dex Shill, Erin Caballero and Evan Scroggs at NAI/Latter and Blum, who represented the seller, and Matt Shirley with Saurage Rotenberg Commercial Real Estate, who represented the purchaser. The 5,993-square-foot building was listed for $995,000 and sold for $973,895, or about $162.50 per square foot.

The Elms Office Park is a smaller office park on Bluebonnet Boulevard comprising six units.

The original building design separated the space into two suites, but at the time of sale both suites were occupied by the seller. The new owner will occupy one of the original suites, containing 3,243 square feet, while the remaining 2,750 square feet will be leased to Louisiana Physical Medicine and Family Practice.

ZACHARY TRACT SELLS A property at 22838 Plank Road in Zachary comprising 42.5 acres

sold Sept. 18 for $250,000, or about $5,880 per acre. The seller was represented by Jarrod L. Brown and Jonathan Starns with BHHS United Properties. It was listed at $379,000, or about $8,920 per acre. “The property was improved with some single-family residences that had no real contributory value and we marketed it as a vacant site,” Brown says.

The sellers were part of the Hunt Estate and included numerous individuals. The purchasers were Russell Farley and Jacqueline Farley. Perhaps the most interesting aspect of the deal was that the price paid per acre was below what other similar tracts have brought. The property is within the Zachary School District and has the potential to be developed with single-family lots.

“We felt it was a bargain for the purchaser at less than $6,000 per acre,” Brown says. The property has excellent frontage on Plank Road and slopes off to the Comite

River in the rear. Some of the land may prove undevelopable, but a 42.5-acre tract for less than $6,000 per acre is a good deal.

DAIRY QUEEN ON THE WAY Dairy Queen franchise owner Vicari Investments purchased a 1.66-acre site at 8200 Perkins Road to develop a new DQ. (I am so excited!) The deal closed Sept. 11.

The property is an interior parcel on the south side of Perkins Road between Essen Lane and Bluebonnet Boulevard, close to Southside Produce. David Vercher with Keller Williams Red Stick Partners was the listing broker and Clinton Shepard with NAI/Latter and Blum Commercial Lafayette represented Vicari Investments.

The site sold for $475,000, or about $6.50 per square foot.

Tom Cook of Cook Moore and Associates has been an independent real estate appraiser for more than 20 years.

BUSINESS REPORT, October 2020 | BusinessReport.com

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DESIGN

LABI CENTER FOR FREE ENTERPRISE

500 Main St., Baton Rouge PHOTOGRAPHY BY TIM MUELLER

Owner: Louisiana Association of Business and Industry Architect: EskewDumezRipple Contractor: Faulk & Meek of Baton Rouge

Cost: $2.5 million Completed: September 2020 Use: Headquarters

FORM FOLLOWS FUNCTION: “There is no better place for LABI, the state’s chamber of commerce and manufacturing association, than in downtown Baton Rouge. This space will not only serve as an incubator of pro-business ideas and policies, it will also help us tell the story of Louisiana’s job creators and, in turn, help us keep our members informed about how what happens at the state Capitol impacts their company.”

—Stephen Waguespack, president and CEO, LABI

1. The Louisiana Association of Business and Industry recently completed renovations of its new, two-story office on Main Street. Not only will it house the LABI staff but the multifunction building is also used to formulate policy positions and promote pro-business ideas.

2. The first floor of the downtown space features the Lane Grigsby Conference Center, which provides flexible meeting space for hosting events, banquets and seminars. The conference center includes a coffee bar, two projectors and screens.

3. LABI’s reception area incorporates a metal screen with the LABI logo along with artwork from Ann Connelly Fine Art. 4. The renovations included turning an adjacent parking lot into the Danos Outdoor Event Space complete with an outdoor kitchen for receptions and entertaining.

Daily-Report.com | BUSINESS REPORT, October 2020

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STARTUP

TASTE

1

KALURAH STREET GRILL

BY MAGGIE HEYN RICHARDSON • PHOTOGRAPHY BY COLLIN RICHIE

HOW TO CREATE Kalurah Street Grill’s signature spicy fried chicken took trial and error, says owner Brad Watts, but his team got it right when they decided to glaze white and dark chicken pieces fresh from the fryer with a lacquer of homemade pineapple habanero hot sauce. Fiery, crunchy, tender and sweet, the chicken plays neatly with braised mustard greens and bacon jalapeño cornbread, an elevated version of a Southern favorite.

That’s in keeping with Kalurah Street’s accessible, but playful menu, now executed by Chef Patrick Trahan, whose past stints include MoPho and Maypop in New Orleans.

“When people tell me our menu’s weird, that’s the biggest compliment they can pay me,” says Watts, who opened the concept in early 2017. “I didn’t want to do traditional things here.”

Elsewhere on Kalurah Street’s newly updated lunch menu, diners find grilled king trumpet mushrooms with roasted corn and vegetarian bordelaise over a crispy polenta cake, shrimp pad Thai and notable Cuban or Reuben sandwiches. At night, housemade ramen is served with crab, eggplant and a soft-boiled egg, while the rabbit roulade sees rabbit saddle stuffed with chorizo and wrapped with prosciutto.

Back in May, with the pandemic sinking sales particularly for higher-end eateries, Watts decided to take a hiatus until conditions became more predictable. Kalurah Street reopened Sept. 10 with limited hours. Watts says additional hours will follow as the fall progresses.

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3

Two of the more popular dishes are the spicy fried chicken— with pineapple and habanero hot sauce—and sides of braised mustard greens and bacon and jalapeño cornbread, as well as the shrimp pad thai, featuring rice noodles with bean sprouts, shaved carrots, satay and spicy peanuts.

The Kalurah Street Grill’s dining area has been remodeled and an adjoining space, known as The Annex, is an indoor and outdoor meeting space where friends can gather to enjoy wine or a cocktail.

Patrick Trahan, Kalurah Street Grill’s executive chef, has designed an accessible but playful menu.

Address: 2857 Kalurah Street (under the Perkins Road Overpass) Phone: (225) 367-1526 Website: kalurahstreetgrill.com Cuisine: Contemporary American Owner/General Manager: Brad Watts Executive Chef: Patrick Trahan Scene: Stylish indoor space and a relaxed indoor/outdoor patio Pricing: $$-$$$

Daily-Report.com | BUSINESS REPORT, October 2020

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BE IN THE BOOK THAT IS ON EVERY CEO’s DESK Secure your space in this indispensable business resource today.

Publishes December 2020 • Secure ad space by Nov. 13

Contact Kerrie Richmond at 225.421.8154 • krichmond@businessreport.com

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STARTUP

AWARDS

Nominations open for Business Awards and Hall of Fame BEGINNING OCT. 6, Business Report will accept entries or nominations for its 2021 Business Awards & Hall of Fame.

We’re looking for successful entrepreneurs, executives and companies to recognize, as well as longtime business professionals in the Capital Region for the Hall of Fame.

The awards pay tribute to individuals and companies, recognizing their many accomplishments. Categories include Businessperson of the Year, Young Businessperson of the Year, and two Company of the Year awards (one for those with 100 or more employees, and another for those with fewer than 100 employees). The Hall of Fame recognizes a lifetime of achievement.

This year’s honorees will be profiled in Business Report in March and recognized at a special event next spring.

All entries and nominations must be submitted online no later than 5 p.m. Friday, Nov. 6. No exceptions to the deadline will be made. Previous recognition for the Business Awards does not prohibit someone from being recognized again. Get the nomination form and see a list of previous honorees at businessreport.com.

2020 Hall of Fame inductees: Charlie D’Agostino & Peggy

Scott

Daily-Report.com | BUSINESS REPORT, October 2020

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ECONOMY

The bottom line

$14.9 MILLION

Sales tax collections in East Baton Rouge Parish for July 2020

17 16 15 14 13 12 11 10

$225,000

UNEMPLOYMENT TRACKER

J A S O N D J F M A M J J 2019 2020

SALES TAX TRACKER

J A S O N D J F M A M J J 2019 2020

Median home sale price for East Baton Rouge Parish for August 2020

56 54 52 50 48 46 44 42 40 38 36 34 32 30 28 26

222 220 217 214 211 208 205 202 199 196 193 190

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Rigs operating inland and offshore Louisiana (as of Sept. 25) RIG TRACKER

REAL ESTATE TRACKER

A

S

O N D J F M A M 2019 2020 13-month comparison

J

J

A

$17,782,964 24 23 Collective revenue (millions)

East Baton Rouge Parish unemployment rate in July 2020

13.0 12.0 11.0 10.0 9.0 8.0 7.0 6.0 5.0 4.8 4.6 4.4 4.2 4.0 3.8 3.6 3.4 3.2 3.0 2.8 2.6

Tax dollars (millions)

7.1%

Unemployment percentage

The latest indicators giving insight on how well Baton Rouge’s economy is performing. BY HOLLY DUCHMANN

Sales price (thousands)

STARTUP

22 21

Total revenue earned by Baton Rouge’s three riverboat casinos in August 2020 CASINO REVENUE TRACKER

20 19 18 17 16 15 10 0 A S O N D J F M A M J J A 2019 2020 13-month comparison

S O N D J F M A M J J A S 2019 2020

SOURCES: U.S. Department of Labor, Louisiana Department of Natural Resources, East Baton Rouge Parish Finance Department, Greater Baton Rouge Association of Realtors, Louisiana Workforce Commission, Louisiana Gaming Control Board.

2020 HONOREE

WWW.FMMLA.COM | 225.910.8757

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BUSINESS REPORT, October 2020 | BusinessReport.com

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STARTUP

GOOD LIFE

FIRST CLASS TRAVELS:

Napa Valley, California

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Instead of escaping into a glass of wine after work, consider a vacation to California’s Napa Valley, home to more than 400 wineries. Andy Dupuy, president and CEO of Brown and Root, tells us how to make the most of this northern California destination. “The architecture, history, and winemaking methods and processes are something to see. The best time to go is during the [grape] crush—usually August-October.”

WHERE TO STAY

WHERE TO EAT

COUNTRYSIDE RENTALS

COLE’S CHOP HOUSE

“A few years back, we had three couples stay at the Markham Vineyards house in St. Helena. It’s a bungalow with a good kitchen and a pool and a bocce ball course.”

Located in historic downtown Napa, Cole’s Chop House bills itself as a classic American steakhouse.

“They have some of the best steaks anywhere, and the dry-aged porterhouse will feed an entire table.”

Tip: Pay the cork fee and enjoy the bottles from the day’s adventures.

WHERE TO TASTE

TASTING PLUS CAVING

NUMEROUS WINERIES

DEL DOTTO VINEYARDS

Frank Family Vineyards, Darioush Winery, Turnbull Wine Cellars, Mumm Napa and Saddleback Cellars.

Along with being a vineyard, this winery features caves available for tours.

Daily-Report.com | BUSINESS REPORT, October 2020

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GAME-CHANGING GROWTH All rising professionals, 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.

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BRLeadershipAcademy.com The fact is that to BE A BETTER LEADER, you need to BE A BETTER YOU. Who you are determines how you LEAD and how you lead determines the culture and the organization you CREATE. This is why we started Business Report’s Executive Leadership Academy.

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BUSINESS REPORT, October 2020 | BusinessReport.com

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S P E C I A L A DV E R T I S I N G S E CT I O N

YOUR GUIDE TO NAVIGATING LEGAL + REGULATORY ISSUES IMPACTING BUSINESS Dale R. Baringer Baringer Law Firm Josh McDiarmid Butler Snow Linda Liljedahl Dispute Resolution Institute of Louisiana Nadia de la Houssaye Jones Walker Karleen Green Phelps Dunbar

LEGAL TRENDS + INSIGHTS FOR BUSINESS Get the guide online at businessreport.com/legaltrends

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• Additional revisions must be requested and may be subject to production fees.

• Additional

Carefully check this ad for: CORRECT ADDRESS • CORRECT PHONE NUMBER • ANY TYPOS

Carefully che

This ad design © Louisiana Business, Inc. 2020. All rights reserved. Phone 225-928-1700 • Fax 225-926-1329

LEGAL TRENDS + INSIGHTS FOR BUSINESS

This ad design

SPECIAL ADVERTISING SECTION

CHANGE IS ON THE WAY FOR EMPLOYMENT LAW

T

AND NOT JUST BECAUSE OF COVID-19

he COVID-19 crisis brought some things to a standstill, but it didn’t stop big developments in employment law. Employers must now navigate remote working, virus-related accommodation requests, expanded paid leave, and relaxed rules for some benefits. On top of these changes, courts and government officials are making other decisions with far-reaching effects for employers.

PATERNITY LEAVE: As more fathers want time off to bond with their children, employers are including them in parental leave policies. In fact, businesses offering parental leave only to mothers could be at risk for discrimination claims. Maternity or pregnancy-related medical leave can be tailored to mothers, but employers granting leave to bond with a child should provide it regardless of gender.

LGBT PROTECTIONS: The Supreme Court ruled in June that employers cannot discriminate against employees based on sexual orientation, gender identity or gender expression. Employers should evaluate their workplace to determine if changes are needed to enforce these protections. This could include updates to harassment or discrimination policies, diversity and inclusion training, and dress codes, as well as to logistics of facilities like locker rooms and restrooms. Every workforce will have unique needs to recognize the rights of those in protected categories while balancing employee expectations.

WORKER CLASSIFICATION: As more people work for ride-sharing services and other gig economy businesses, courts are looking at whether these workers are employees or independent contractors. Most are considered independent contractors, which gives them less legal protection and, in some cases, fewer benefits than employees. Government agencies and courts reach different conclusions on this issue, largely based on the facts and circumstances. To minimize potential liability, employers should regularly evaluate each worker’s classification to make sure it is consistent with the working relationship.

PAY EQUITY: Recent widespread attention has focused state and federal agencies on the wage gap between men and women. To stay above scrutiny, employers should reevaluate salary practices and identify differences in pay for employees performing the same jobs. There are reasons employees doing the same job could be paid differently, like tenure, job experience or credentials. But if gender is a factor and employers cannot provide a legitimate reason for the disparity, they could be at risk for liability.

MARIJUANA USE: Marijuana will become an increasingly complicated hurdle for employers as states relax rules on its use. Since it is still a controlled substance under federal law, employers must often decipher two conflicting sets of rules. And employers with operations in multiple states may have to contend with competing state laws. To keep up with these ever-changing restrictions, employers should prepare to adjust drug testing policies, some credentialing requirements and employee protections as needed.

The COVID-19 pandemic changed the way we work, but the workplace was already changing. Just like employers adapted to the pandemic, they should be ready to make changes to protect themselves and their workers as the employment landscape evolves.

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Karleen Green

ABOUT THE AUTHOR Karleen Green is a partner at Phelps Dunbar. Her blended labor and employment practice concentrates on employee benefits and employment matters for both public and private employers, including compliance with federal and state employment laws as well as ERISA, HIPAA, the Patient Protection and Affordable Care Act and COBRA. She represents clients in various industries, including construction, health care, public utilities, package and freight delivery, financial services, fueling, gaming, industrial equipment, insurance, real estate, food service, education, and state and local government.

She regularly drafts and reviews employment policies and conducts training sessions on employment laws.

400 Convention St., Ste. 1100 • Baton Rouge, LA 70802 225.346.0285 • phelps.com

BUSINESS REPORT, October 2020 | BusinessReport.com

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• Additional revisions must be requested and may be subject to production fees.

Carefully check this ad for: CORRECT ADDRESS • CORRECT PHONE NUMBER • ANY TYPOS This ad design © Louisiana Business, Inc. 2020. All rights reserved. Phone 225-928-1700 • Fax 225-926-1329

LEGAL TRENDS + INSIGHTS FOR BUSINESS

SPECIAL ADVERTISING SECTION

DO IT YOURSELF LAWYERS BEWARE WHEN FORMING YOUR LLC

T

he age of the internet has resulted in a proliferation of “Do It Yourself Lawyers.” In the formation of business entities, the Louisiana Secretary of State (“LA SOS”) has made it easy for anyone to use the LA SOS website to form their own limited liability company without a lawyer’s

assistance.

An electronic form with fillable blanks is provided on the website. All one need do is fill in the blanks with the only two things required by law to be included in the articles of organization as a prerequisite to formation of an LLC—those being the name and the purpose of the entity. A third set of blanks is provided for “Other Provisions.”

The LLC Law provides “default rules” which govern all LLCs formed in Louisiana unless the members provide otherwise in the articles or in an operating agreement. Some of these default rules may be modified by an oral operating agreement of the members, while others can be modified only in a written operating agreement, or in the articles of organization.

Assume a typical two member LLC in which the members (A & B) enter a “handshake agreement” that Member A will put up all the necessary capital and have 80% voting control with an 80% share of the profits and losses, while Member B puts up no cash capital and receives in return for services to be performed for the LLC, a membership interest having 20% of the voting rights and a 20% share of the profits and losses.

They form their own LLC without counsel, using the LA SOS website, fill in nothing in the “Other Provisions” blank and rely on their “handshake deal” for the details of their arrangement.

Member A will be rudely disappointed when he learns years after formation of the LLC, often only after he and Member B have fallen out with one another, that because they did not agree to their 80/20 arrangement in either a written operating agreement or provide for the same in their articles of organization, they each, as a matter of law, share equally in all voting rights and sharing of profits and losses.

In the absence of a written operating agreement or written articles of organization providing otherwise, voting rights, and sharing in profits, losses and distributions is strictly by heads; i.e. two members—50/50, three members—1/3 each, etc.

Moreover, Member A will be even more appalled to learn that he cannot require Member B to provide the services promised under the “handshake deal” because a commitment to contribute capital (which can include services to be rendered) must be in writing to be enforceable.

The Baringer Law Firm sees several clients per month who find themselves in Member A’s position or some variation thereof. Litigation of such disputes can be very expensive, with legal fees in the tens if not hundreds of thousands of dollars. So, before you decide to be a “Do It Youself Lawyer” in forming your LLC, remember the Fram Oil Filter commercials: “You can pay me now, or you can pay me later.”

Dale R. Baringer

ABOUT THE AUTHOR Dale R. Baringer has more than 39 years of experience in the practice of law in the fields of tax law (planning, business transactions, dispute resolution and tax litigation), securities law, bankruptcy law, corporate law, business organizations, commercial and business litigation, mergers and acquisitions, construction law, life, accident and health insurance law, ERISA litigation, employment law and real estate law. He is certified as a specialist in the field of tax law by the Louisiana State Bar Association’s Board of Legal Specialization.

The Baringer Law Firm 201 Saint Charles St. • Baton Rouge, LA 70802 225.383-9953 • baringerlawfirm.com

Daily-Report.com | BUSINESS REPORT, October 2020

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• Additional revisions must be requested and may be subject to production fees.

• Additional

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LEGAL TRENDS + INSIGHTS FOR BUSINESS

SPECIAL ADVERTISING SECTION

LEGAL TRENDS + INSIGHTS FOR BUSINESS

SPECIAL ADVERTISING SECTION

Unfortuitous, fortuitous events Unfortuitous, fortuitous events FORCE MAJEURE IN LOUISIANA FORCE MAJEURE IN LOUISIANA

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n December 31, 2019, packed into a restaurant and enjoying dinner and drinks with friends, I pondered the good things that may come to pass in 2020. However, I, like manyinto others, soon discovered that this year, n December 31, 2019, packed a restaurant and enjoying dinner and less than three-quarters finished, would contain far less good than bad. drinks with friends, I pondered the good things that may come to pass Indeed, theinhavoc wrought byI,this be quantified by the force 2020. However, like year manycan others, soon discovered that majeure this year, events: acts ofless God, pandemics, and national unrest. than three-quarters finished, would contain far less good than bad.

Now approaching Q4, a refresher thecan interpretation force maIndeed, the havoc wrought by thison year be quantifiedofbycontractual the force majeure jeure provisions and the scheme for addressing “fortuitous events” in the Louisiana events: acts of God, pandemics, and national unrest.

CivilNow Code may be helpful businesson owners—particularly approaching Q4, atorefresher the interpretation ofconsidering contractualHurricane force maLaura and a possible “second wave” of COVID-19. jeure provisions and the scheme for addressing “fortuitous events” in the Louisiana force majeure provisions excuse a party’s nonperformance when an CivilContractual Code may be helpful to business owners—particularly considering Hurricane “act of God” or other extraordinary event prevents a party from fulfilling its contracLaura and a possible “second wave” of COVID-19. tualContractual obligations. force majeure provisions excuse a party’s nonperformance when an As matter course, force majeure provisions enforced Louisiana courts, “act of aGod” or of other extraordinary event prevents are a party from by fulfilling its contracwhich examine several elements: (1) whether the event qualifies as a force majeure tual obligations. under the contract; (2) whether the risk provisions of nonperformance wasby foreseeable able As a matter of course, force majeure are enforced Louisianaand courts, to be mitigated; and (3)elements: (1) whether performance is impossible. Louisiana courts have which examine several whether the event qualifies as a force majeure previously deemed hurricanes to be acts of God, particularly in those areas adversely under the contract; (2) whether the risk of nonperformance was foreseeable and able impacted. Courts in (3) other jurisdictions have found that COVID-19 maycourts constitute to be mitigated; and whether performance is impossible. Louisiana have an event of force majeure. However, it may be more difficult to argue that previously deemed hurricanes to be acts of God, particularly in those areasa possible adversely “second wave” of COVID-19 constituteshave an event force majeure, may as such a circumimpacted. Courts in other jurisdictions foundofthat COVID-19 constitute stance may be foreseeable. an event of force majeure. However, it may be more difficult to argue that a possible If a contract not contain a force an majeure or that as provision is not “second wave” ofdoes COVID-19 constitutes event provision, of force majeure, such a circumimplicated by the facts, the Louisiana Civil Code may afford relief to a party. Under stance may be foreseeable.

Articles 1873 to 1879, buyer or seller is not liable provision, for a breach by a “fortuitous If a contract does anot contain a force majeure orcaused that provision is not event.” Louisiana courts have discussed fortuitous events as an “irresistible force” or implicated by the facts, the Louisiana Civil Code may afford relief to a party. Under “that which a cause cannot Investments, Inc. v.

Articles 1873happens to 1879, by a buyer or which seller iswenot liable resist.” Mark for a breach caused by a “fortuitous Motwane’s Am., Inc., 482 So. 2d 1187, 1189 (La. App. 4 Cir. 1986). event.” Louisiana courts have discussed fortuitous events as an “irresistible force” or For any event thatbymay be deemed an event ofresist.” Mark force majeureInvestments, or a fortuitous “that which happens a cause which we cannot Inc.event, v. we recommend the following proactive steps to mitigate your risk or maximize your Motwane’s Am., Inc., 482 So. 2d 1187, 1189 (La. App. 4 Cir. 1986). rights, formay interruption to an your operations, those or of your suppliers: Forand anyprepare event that be deemed event of force or majeure a fortuitous event, F Assess what contractual force majeure rights, remedies, and requirements may we recommend the following proactive steps to mitigate your risk or maximize your apply; and prepare for interruption to your operations, or those of your suppliers: rights, F the notice and response requirements in your commercial contracts; F Review Assess what contractual force majeure rights, remedies, and requirements may F Secure alternate supply streams in the event a supplier’s operations are imapply; pacted; and the notice and response requirements in your commercial contracts; F Review F Retain as much information as possible about any potential force majeure claim.

F Secure alternate supply streams in the event a supplier’s operations are imFinally, pacted; andeven if your business declares force majeure, any attempt to mitigate your riskFwill be material whether a Louisiana thatforce you took reasonRetain as muchtoinformation as possiblecourt aboutdetermines any potential majeure claim. ableFinally, steps toeven continue your contractual obligations and whether performance was if your business declares force majeure, any attempt to mitigate your impossible. risk will be material to whether a Louisiana court determines that you took reason-

445 North Boulevard, Ste. 300 • Baton Rouge, LA 70802 225.325-8700 • butlersnow.com

able steps to continue your contractual obligations and whether performance was impossible.

445 North Boulevard, Ste. 300 • Baton Rouge, LA 70802 225.325-8700 • butlersnow.com

Josh McDiarmid Josh McDiarmid ABOUT THE AUTHOR Josh McDiarmid is a member of Butler Snow’s CommercialABOUT LitigationTHE Group,AUTHOR where he concentrates his practice in the areas of general and commercial Josh McDiarmid is a member of Butler Snow’s civil litigation. He also advises clients in the oil and gas Commercial Litigation Group, where he concentrates industry in all phases of exploration and production, his practice in the areas of general and commercial including land and title issues, and operational and civil litigation. He also advises clients in the oil and gas regulatory issues. Josh was recognized for his work in the industry in all phases of exploration and production, inaugural Best Lawyers in America® 2021 Ones to Watch including land and title issues, and operational and for Commercial Litigation, Litigation – Construction and regulatory issues. Josh was recognized for his work in the Oil and Gas Law. He is licensed in Louisiana and Texas. inaugural Best Lawyers in America® 2021 Ones to Watch for Commercial Litigation, Litigation – Construction and Oil and Gas Law. He is licensed in Louisiana and Texas.

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LEGAL TRENDS + INSIGHTS FOR BUSINESS

SPECIAL ADVERTISING SECTION

TELEHEALTH FROM CRISIS RESPONSE TO CORNERSTONE OF HEALTHCARE

A

s the COVID-19 crisis in the United States passed the six-month mark several weeks ago, we also have reached an important juncture for telehealth. Telehealth technology and processes have clearly demonstrated their value in the fight against the novel coronavirus and in helping healthcare professionals provide care in areas of medicine affected by—but not directly related to—the transmission and treatment of COVID-19.

But an important question remains: Have we firmly established the role of telehealth as an ongoing, effective tool in the delivery of healthcare services, particularly in the face of physician shortages and issues facing rural, underserved, and otherwise hard-to-reach populations?

My response is a strong but qualified yes. While it has helped combat new COVID-19 infections and has provided essential care to communities, families, and individuals, telehealth in the future will be on its strongest footing when advocates and users recognize that one-size-fits-all solutions are better described as “one size fits none.” In other words, as hospitals, health systems, clinics, and other providers apply the lessons learned during the COVID-19 pandemic to their own long-term objectives—including quality of care and cost-effectiveness—telehealth will cement its position as a cornerstone of healthcare delivery.

Since the emergence of COVID-19, the U.S. Centers for Medicare & Medicaid Services (CMS) has engaged in an unprecedented effort to utilize telehealth as one of the primary weapons against the disease. Among numerous other steps, CMS waived the originating site requirement, expanded the list of telehealth codes for which providers can be reimbursed, and equalized payment rates between inperson (facility) and telehealth visits. The Federal Trade Commission, the Drug Enforcement Administration, the Food and Drug Administration, and numerous other federal and state agencies have also issued guidance, announced programs, and procured funding to better support the use of telehealth.

As we look to the day when COVID-19 is less of a threat, providers can take several steps to help make the most effective use of telehealth in the long run: • Apply the same standard of care to telehealth visits as to in-person visits.

• Practice good medicine: Know when telehealth is appropriate and when it is not.

• Share information, data, and best practices at the industry level (as is happening now in the development of COVID-19 vaccines).

• Develop strategies to promote patient buy-in and engagement in telehealth and personal health management.

• Integrate artificial intelligence and other technologies to improve diagnostics and treatment.

• Work with state and federal regulators to resolve licensure, corporate practice of medicine, and other regulatory issues for the long term, not just during the COVID-19 crisis.

If we have learned anything from the COVID-19 crisis, it is that cooperation in the face of a challenge can lead to positive results. When it comes to telehealth, this same spirit of collaboration can help us take advantage of new opportunities.

Nadia de la Houssaye

ABOUT THE AUTHOR Nadia de la Houssaye is co-leader of the healthcare litigation team and heads the Healthcare Industry Team’s telemedicine practice at Jones Walker LLP. She is also a partner in the firm’s Lafayette office. Nadia works with hospitals, health systems, providers and startup companies to structure and integrate telehealth and digital health platforms. With more than 25 years of health law experience and a broad-based litigation and regulatory practice, Nadia advises on telemedicine service lines, multistate and international licensure and telemedicine arrangements, and scope of practice issues. Nadia counsels the largest health system in Louisiana on telemedicine matters and represents it in litigation.

445 North Boulevard, Ste. 800, Baton Rouge, LA 70802 225.248.2000 • joneswalker.com

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LEGAL TRENDS + INSIGHTS FOR BUSINESS

SPECIAL ADVERTISING SECTION

LEGAL TRENDS + INSIGHTS FOR BUSINESS

SPECIAL ADVERTISING SECTION

JUVENILE MEDIATION JUVENILE MEDIATION IT’S NOT JUST FOR KIDS IT’S NOT JUST FOR KIDS

M M

ediation is one of the best-known and most used techniques of the whole arena known as Alternative Dispute Resolution (ADR) Practices. it has to be usedand to its fullest and ediation isStill, one of the yet best-known most usedadvantage techniques of in all the areas of law in Louisiana as it has been and continues to be the whole arena known as Alternative Dispute Resolution (ADR) throughout the Practices. world. Still, it has yet to be used to its fullest advantage and in Almost all judges attorneys that the usetoofbe all theand areas of law inknow Louisiana as itcontinual has beenexperienced and continues mediation most civil cases will not only cut down on the growing expenses and throughoutinthe world. unnecessary costs of trials; but that know mediation alsocontinual usually ends with the dispuAlmost all judges and attorneys that the experienced use of tants resolving the lawsuit with a much more favorable attitude.

This means mediation in most civil cases will not only cut down on the growing expensesthat and all parties endcosts up feeling that all “won” at leastends camewith out the “even,” which unnecessary of trials; butthey thathave mediation alsoorusually dispurarely happens when a casewith goesato trial.more favorable attitude. This means that tants resolving the lawsuit much The loss of this better resolution is particularly as meall parties end up feeling that they have all “won” orunfortunate at least cameinasmuch out “even,” which diation can be used to keep cases out of court in all areas of law.

We are not only rarely happens when a case goes to trial. referring to civil (L.R.S.9:4101, et seq.)isand family (L.R.S. 9:331.2,inasmuch et seq.) mediaThe loss of this better resolution particularly unfortunate as metions, but now to juvenile (Child Advocacy) mediations (LA Children’s Code Art. diation can be used to keep cases out of court in all areas of law. We are not only 435, et seq.). referring to civil (L.R.S.9:4101, et seq.) and family (L.R.S. 9:331.2, et seq.) mediaJuvenile mediation was(Child introduced to Louisiana in 1997, to beCode used printions, but now to juvenile Advocacy) mediations (LAmeant Children’s Art. cipally in Orleans and Jefferson Parishes due to the high influx of children in need 435, et seq.). of care and the beginning young delinquency cases would eventuJuvenile mediation wasofintroduced to Louisiana in that 1997,seemed meant to be used prinally overwhelm those court system.

For one reason or another, while working very cipally in Orleans and Jefferson Parishes due to the high influx of children in need well when juvenile mediation did not take off as expected. of care andused, the beginning of young delinquency cases that seemed would eventuI have been one of the only two to three certified in very ally overwhelm those court system. For one reason orjuvenile another,mediators while working Louisiana thejuvenile past 17 years.

My mediation training business, Dispute Resolution well whenfor used, mediation did not take off as expected.

Institute of Louisiana Ltd., had partnered with Mondello Mediation LLCin(Lisa R. I have been one of the only two to three certified juvenile mediators Mondello) in New Orleans in the Louisiana for the past 17 years.

Mypast. mediation training business, Dispute Resolution Together, we discussed how society had changed, particularly in the of R. Institute of Louisiana Ltd., had partnered with Mondello Mediation LLCarea (Lisa juvenile lawinand mediation.

Lisa I decided that there was a need for more Mondello) New Orleans in theand past. trained certified juvenile mediators in Together, we discussed how societyLouisiana. had changed, particularly in the area of In March 2020, I sponsored the first certified course myahome office in juvenile law and mediation. Lisa and I decided that thereatwas need for more Baton Rouge.

Unfortunately, that class was physically shut down due to Covid-19, trained certified juvenile mediators in Louisiana. but In I managed to keep it runningthe byfirst going on-linecourse live every dayhome and training March 2020, I sponsored certified at my office in as closely as if live in my usual seminars.

Baton Rouge. Unfortunately, that class was physically shut down due to Covid-19, to its approval my students andon-line the LSBA I will but Due I managed to keep itbyrunning by going liveMCLE-certification, every day and training as be offering the same juvenile (Child Advocacy) mediation training seminars for the closely as if live in my usual seminars. upcoming Due to 2020-2021 its approvalterms. by my students and the LSBA MCLE-certification, I will be Additionally, and I(Child will jointly give the original mediators’ trainingfor forthe the offering the sameLisa juvenile Advocacy) mediation training seminars civil and family mediation skills in both Baton Rouge and New Orleans locations. upcoming 2020-2021 terms.

Of course, my firm has mediators for allgive mediations, too.mediators’ If you have any questions Additionally, Lisa and I will jointly the original training for the about mediation, mediators and/or ADR training, please feel free to call my office. civil and family mediation skills in both Baton Rouge and New Orleans locations.

I look forward to hearing from you.

Of course, my firm has mediators for all mediations, too. If you have any questions about mediation, mediators and/or ADR training, please feel free to call my office.

I look forward to hearing from you.

30

Linda Liljedahl Linda Liljedahl ABOUT THE AUTHOR Linda Liljedahl has practiced law for 40 years. Her mediation ABOUT THE AUTHOR and ADR practice began officially in 1991, with training from U.S. Arbitration & Mediation. Ms. Liljedahl is a well-recognized Linda Liljedahl has practiced law for 40 years. Her mediation experienced mediator of all forms of civil, family/divorce and and ADR practice began officially in 1991, with training from juvenile disputes. She is a member of U.S.D.C.-M.D. Panel for U.S. Arbitration & Mediation. Ms. Liljedahl is a well-recognized ADR Neutrals and a Louisiana State Bar Association M.C.L.E.experienced mediator of all forms of civil, family/divorce and approved Provider and Instructor of Mediation, Arbitration and juvenile disputes. She is a member of U.S.D.C.-M.D. Panel for ADR training seminars. Ms. Liljedahl has led the training in all ADR Neutrals and a Louisiana State Bar Association M.C.L.E.forms of mediation and ADR, presenting several highly acclaimed, approved Provider and Instructor of Mediation, Arbitration and exclusive and lively seminars a year. She has been recognized ADR training seminars. Ms. Liljedahl has led the training in all with the First International Peace Prize from the United Cultural forms of mediation and ADR, presenting several highly acclaimed, Convention in 2010, and was named Woman of the Year 2009-10 exclusive and lively seminars a year. She has been recognized

by UCC/ABI/PPP Productions, among many other honors. Ms. with the First International Peace Prize from the United Cultural Liljedahl has also appeared as an expert in her field in multiple Convention in 2010, and was named Woman of the Year 2009-10 media outlets in Louisiana and across the nation.

by UCC/ABI/PPP Productions, among many other honors. Ms. Liljedahl has also appeared as an expert in her field in multiple media outlets in Louisiana and of across the nation.

Dispute Resolution Institute Louisiana Ltd.

5222 Blair Lane • Baton Rouge, LA 70809 225.454.6448 • msmediator.com Dispute Resolution Institute of Louisiana Ltd. 5222 Blair Lane • Baton Rouge, LA 70809 225.454.6448 • msmediator.com

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COVERSTORY

J The

ason DeCuir has never been elected to public office, but the tax attorney and consultant has been as involved in key discussions about Louisiana’s tax policy over the past decade as any elected official.

An expert in state and local tax policy, or SALT, DeCuir, 45, earned his stripes while in Gov. Bobby Jindal’s administration, playing wingman to former revenue secretary Tim Barfield, who had the unenviable task of trying to sell the former governor’s ultimately doomed plan to eliminate state income taxes.

DeCuir went on to serve on a statewide commission that laid out a blueprint for streamlining the state’s Byzantine tax code, while also advising the powerful Louisiana Association of Business and Industry on tax issues that impact its members.

Earlier this year, he was tapped by the Legislature’s conservative, Republican leadership to head a task force to map out a policy agenda to help the state’s ailing economy.

And in August, he announced he was leaving Ryan, the global tax consulting firm whose local office he ran for the past four years, to take over Baton Rouge-based Advantous Consulting, which he plans to grow into a regional powerhouse that advises businesses on how to navigate the complex tax systems of their local and state jurisdictions.

That DeCuir has established himself as the go-to guy on tax policy for Baton Rouge’s conservative, mostly Republican business community is impressive by any measure. It’s all the more remarkable, considering he comes from a Creole family with Democratic political ties and was, himself, a registered Democrat as recently as 2007, when he ran unsuccessfully for the state Senate.

But DeCuir is no longer a Democrat. Though he doesn’t belong to any political party—he’s registered as an independent—he is a decidedly conservative, self-described pragmatist, with a pro-business approach to fiscal policy.

“I am very much a believer that if Louisiana can get its tax structure in order and make it more competitive nationally then we will be able to attract the type of industries and sectors that we need to create jobs,” he says.

“When you do that, the revenues will follow.”

No one disagrees that Louisiana needs to get its fiscal house in order. But the devil is in the details, which is where differences of opinion come in, and there are those who take issue with DeCuir’s approach because it advocates, to put it simply, for incentivizing business development at the expense of cash-starved state and local governments.

TAX MAN Blending smarts, talent and a strong work ethic, Jason DeCuir has become a powerful, business-friendly expert on state and local tax policy.

By Stephanie Riegel

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COURTESY JASON DECUIR

PANDEMIC PROBLEMS: Jason DeCuir was tapped earlier this year by the Legislature’s conservative, Republican leadership to head a task force to map out a policy agenda to boost a state economy brought to its knees by COVID-19.

Even those who disagree with DeCuir philosophically, however, like him and give him credit for becoming one of the most powerful and respected voices of the business community on one of the issues that matters to it most.

“I tip my hat to him for putting himself in the middle of every tax conversation at the state level since 2013,” says Jan Moller, who heads the left-leaning Louisiana Budget Project, which often views tax policy from a different perspective than does DeCuir. “He has become as powerful as you can be, without being an elected official, in helping set the agenda of the Louisiana Legislature.”

AMBITIOUS AND CONFIDENT Those who know DeCuir attribute his success to his intelligence, skills and temperament—a sharp mind, relentless drive, outgoing personality—and considerable expertise in SALT policy, which has come from years of experience and, not one, but three post-graduate degrees.

His father says he was the most competitive in a family of three competitive boys, who all played sports at Catholic High—soccer and football in Jason

DeCuir’s case—received scholarships to good colleges and prestigious graduate programs, and went on to become lawyers with high-profile careers.

The elder DeCuir chalks up his son’s drive to a couple of factors: a middle child syndrome, which motivated him to try to distinguish himself from his brothers, and a family ethos that stressed discipline, hard work and the importance of education.

Older brother Winston DeCuir Jr. describes his younger brother as ambitious and exceedingly confident, as when he decided to run for state Senate without first trying his hand at a school board or city council race.

His wife, Marlene, says he is a “highly intelligent,” Type A personality, who gets up early, works late and excels at most things he does, dance maneuvers notwithstanding.

Barfield, with whom he worked closely at the state level, calls him a hustler.

“Some of his critics would describe him as ADHD because he has so much going on,” Barfield says. “But he just has this tremendous capacity and he knows how to hustle.”

It was that capacity that enabled

DeCuir—after completing his undergraduate degree at Howard University in Washington, D.C., where he was a star placekicker on the football team— to earn an MBA from Louisiana Tech and a law degree from LSU, at one point working on both programs at the same time.

He would go on to clerk for U.S. District Judge Frank Polozola and then work as an associate at Baton Rouge’s venerable silk-stocking firm, Taylor Porter. While there, he was exposed to tax law and found his passion. Taylor Porter encouraged him to apply to Georgetown’s graduate program in tax law and offered to pick up the tab if he continued working for them remotely.

“I know it sounds funny, but I felt like I had landed,” DeCuir says. “I am a student of SALT policy and I love it—not just the law but the philosophy behind tax law and how states derive their tax laws.”

‘A BRIDGE TOO FAR’ While deep dives into SALT policy satisfy DeCuir’s considerable appetite for intellectual stimulation, the conversations it enables him to have with elected officials and business Daily-Report.com | BUSINESS REPORT, October 2020

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BUSINESS REPORT & JUNIOR ACHIEVEMENT PRESENT

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Business Report and Junior Achievement are accepting nominations for the 2021 Baton Rouge Business Awards & Hall of Fame. For over 36 years this event has recognized the accomplishments of individuals and companies who have significant impact in our local free enterprise system. The winners will be profiled in Business Report and honored at a banquet on Thursday, March 11, 2021.

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COVERSTORY leaders—the movers and shakers—is what energizes him. He likes the dynamic of running the discussion, bringing power brokers together, and is good at it.

It’s a skill set he honed during his three years at the Louisiana Department of Revenue during the Jindal administration, which he joined in 2013.

At the time—and not for the first time—state leaders were trying to get serious about revising Louisiana’s tax code, which is complex, anachronistic, regressive and anti-competitive. The opportunity to be on the front lines of fiscal reform, to have a real seat at the table, was too good to pass up, DeCuir recalls, so he left the private sector for government work.

But when Jindal got serious in 2015 about entering the 2016 presidential race, the priorities in the administration shifted from trying to fix the tax code in

a way that might best help the state to trying to make Louisiana’s long shot candidate stand out in a crowded field of conservatives trying to outdo one another. The result was a plan that called for abolishing the state’s income tax, raising its sales taxes and eliminating more than 400 exemptions.

Barfield was the public face of the plan but DeCuir was his No. 2 and did a lot of the heavy lifting, which involved setting up stakeholder meetings around the state with business leaders and legislators. It was a hard sell, especially when it became clear the plan would not be revenue neutral, as Jindal had hoped. In the end, the plan died before the legislative session even began.

Barfield calls the experience “probably one of the biggest mistakes of my life,” but says it’s not DeCuir’s fault.

“It had nothing to do with

Jason,” Barfield says. “He did a yeoman’s job of getting out there, interfacing with so many entities.

But if the willpower and political appetite aren’t there, you can’t do anything.”

Public Affairs Research Council President Robert Travis Scott, who had a front row seat for the whole fiasco, says it’s not fair to blame anyone but the former governor’s presidential ambitions for a policy that was fundamentally flawed.

“They were trying their best to do what the governor wanted them to do because the governor was set on running for president,” Scott says. “He wanted to make a statement and it was just a bridge too far.”

DeCuir won’t say what he actually thought of the plan except that he agreed with some aspects of it and disagreed with others.

“At the end of the day, decisions were made and that is the

package that was put forth,” he says. “You can throw me in any room and I’m going to get along with people. But I’m not afraid to say what’s on my mind. … They respected the knowledge and expertise I brought to the table and I’m thankful he gave me that opportunity.”

SALES TAX FRUSTRATIONS The experience proved invaluable for DeCuir and established him in business and policy circles as an expert—as well as a loyalist, willing to take one for the team. Though the Jindal plan was flawed, there were elements in it that many in the business community liked, and DeCuir had proved in countless meetings that he knew his stuff and talked their talk.

“He is a tax genius,” says Stephen Waguespack, president and CEO of LABI, which has both retained DeCuir to lobby against corporate tax increases at the Legislature and relied on the pro bono advice he has given over the past four years chairing its issues committee on taxation. “Calling him a lobbyist sells him short.

When you look around the state, public or private sector, at who is respected across all forums for being a great tax mind, I think Jason DeCuir is at the top of the list.”

Though the Jindal plan had failed, fiscal reform efforts continued under Gov. John Bel Edwards. In 2016, DeCuir was tapped to serve on the legislatively created HCR-11 task force, a bipartisan committee that went through the tax code in painstaking detail and came out with a series of good-government recommendations that were well-received across the political spectrum, at least in theory.

DeCuir did not agree with all of them. But several of the issues he had prioritized made the final list, including eliminating corporate franchise and inventory taxes and creating a unified and centralized sales tax system, which is no small thing in a state where each of the 64 parishes has its own sales tax system.

“I tip my hat to him for putting himself in the middle of every tax conversation at the state level since 2013. He has become as powerful as you can be, without being an elected official, in helping set the agenda of the Louisiana Legislature.”

BRIAN BAIAMONTE

JAN MOLLER, head of the left-leaning Louisiana Budget Project

TAKING ADVANTAGE OF THE SYSTEM? While DeCuir is well-known Daily-Report.com | BUSINESS REPORT, October 2020

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COVERSTORY

TWO-SPORT STAR: After a two-sport career at Catholic High, Jason DeCuir went on to become a placekicker at Howard University.

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locally for his public sector work, his bread and butter is a thriving private sector tax consulting business. For four years, he ran the local office of Ryan, the international firm that advises some of the biggest companies in the world on tax issues. In August, he decided to go out on his own, acquiring a majority share in a local tax consulting firm, Advantous Consulting, whose founding principal, lobbyist Don Allison, was retiring Tax consulting firms, which are different than CPA firms, are relatively new and have sprung up over the past 20 years to help companies navigate the complex tax regulations they encounter from one state to another.

Such firms have been criticized for aggressively lobbying for tax incentives like Quality Jobs, Opportunity Zones and Industrial Tax Exemptions, which arguably

help business at the expense of state and local governments.

“I get worried about people who get to work both sides of the street,” says Greg LeRoy of Good Jobs First, a left-leaning policy organization in Washington, D.C. “Anyway, your ITEPs and other big tax giveaways almost never determine where companies locate because state and local taxes are only 1.8% of their cost structure anyway and you already have infrastructure and raw materials in the ground. That’s why they’re there.”

DeCuir, however, takes issue with any accusations that he’s taking advantage of the system. He is upfront about being a registered lobbyist and says that if experts in one field can’t advocate and advise lawmakers on the needs of that sector, how would anything get done?

“I don’t buy into that rhetoric,” he says. “People try to say, ‘Jason

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Kick *** man

COURTESY JASON DECUIR

would like to send a special

shaped that.’ Well, last I looked I haven’t voted on anything. I haven’t signed anything into law. Am I down there telling what my beliefs are? Do I understand the industry and the trade that I’m in?

Yes. I’m not just a practitioner but I also fit into the policy bucket.”

That may be. But sometimes the line between practice and policy gets very blurry, as when DeCuir and former lawmaker Joel Robideaux teamed up earlier this year to bid on a state contract worth up to $5 million to process applications for a grant program designed to help small businesses.

The program was created with $300 million in federal dollars Congress had originally earmarked for state and local governments to help cover COVID-19-related expenses. But the Legislature, which was taking its cues from the Legislative Economic Recovery Task Force— chaired by DeCuir—decided to redirect the money to small business.

Though DeCuir and Robideaux, who also served on the task force, are not in business together or in the business of processing applications for anything, they bid on the contract anyway. They didn’t win, though they were one of two finalists.

The deal raised more than a few eyebrows around the Capitol, though DeCuir insists there was nothing unethical about his team’s proposal and says the task force never specifically

recommended creating the grant program.

“That’s a false narrative,” he says. “We never created that program. We didn’t author or push it and it’s not in our package.”

FOCUSED ON GROWING FIRM With the Legislature once again in an October special session, DeCuir is spending a lot of his time at the Capitol. He’s also focused on growing his new business. Advantous is well-known around Baton Rouge. DeCuir believes there’s a lot of opportunity to grow the firm, especially as SALT policy becomes increasingly complex around the country.

DeCuir plans to grow the firm by expanding into new service lines like appeals and dispute resolution, where he has a particular expertise. He also plans to grow geographically, first into Mississippi and Alabama, where he already has a strong foothold, and eventually into other Southern states.

He has a lot on his plate but he also feels compelled to get a lot done. Though his father, at 73, is still healthy and practicing law, his uncle and grandfather both died before they were 50.

“My running joke is that the DeCuirs don’t live past 50,” he says. “It does make you think, because the next day is not guaranteed and you want to give it your best and be proud and respectful because you don’t know when the last day will be here.”

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GSRC is One of the LSU 100 Fastest Growing Tiger Businesses

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Without You this Honor Would Not Be Possible!

PHO Jason

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COVERSTORY

COLLIN RICHIE

FAMILY MATTERS: A successful attorney who broke through color barriers, Winston DeCuir Sr., second from left, made sure his three sons, from left, Winston Jr., Jason and Brandon, were given the tools to become high achievers.

A

FAMILY

affair

Understanding hard work and who you know are key to business success in Baton Rouge, Winston DeCuir Sr. put his three sons on the path of achievement and influence.

By Stephanie Riegel WHEN WINSTON DECUIR SR. graduated from LSU’s Paul M. Hebert Law Center he was just the 18th Black student to earn a law degree from the flagship university—and one of just two Black students in his graduating class.

This was 1975, mind you, not 1945 or, even, 1965. Yet, Baton Rouge, as recently as the mid-1970s, was still a segregated city, at least culturally.

Black attorneys were rare and DeCuir’s prospects of finding a job were slim.

“No one was looking to hire Black lawyers,” he recalls.

But DeCuir had a friend from his high school class at Southern Lab School, Ralph Tyson, who was working at the time for the state’s longtime, legendary attorney general, Billy Guste.

Tyson, who is since deceased, would go on to become the first Black judge in the U.S. Middle District of Louisiana. He offered to introduce DeCuir to Guste,

who, unlike private sector attorneys, was looking to diversify his ranks.

It was an introduction that would prove fateful, opening doors for DeCuir and laying the foundation for a legal career that, more than four decades later, has placed him and, now, his three sons, all attorneys, at the center of some of the most influential legal circles within state and local government.

Eldest son Winston DeCuir Jr., an expert in employment law, is general counsel at LSU, a position he was named to early this year, after successfully negotiating a complex affiliation agreement among the university’s turf-conscious auxiliary entities.

Youngest son Brandon DeCuir, a tax specialist, is representing the city of New Orleans in a high-profile sales tax case against online travel companies, and also is on the legal team suing the

city of Baton Rouge on behalf of Alton Sterling’s children for the death of their father, a Black man, at the hands of white police officers.

Middle son Jason DeCuir is a lobbyist and tax policy expert, who has established himself as the business community’s go-to guy on all matters related to state and local tax policy.

Winston DeCuir Sr., meanwhile, at 73, still goes in most days to the North Boulevard offices of the firm he founded in 1989, DeCuir, Clark and Adams, which represents the Southern University System, the University of Louisiana System and is recognized for its expertise in tax and employment law, in addition to higher education policy.

What is the key to the DeCuir family success?

“We try to keep our heads down,” the senior DeCuir says.

That may sound self-deprecating.

It’s true, though, in the sense that the DeCuirs have found their way to the top in an intensely political and raceconscious city by following a nose-tothe-grindstone ethos that emphasizes education and hard work but also recognizes the inherent advantages that come from working within the system— rather than trying to change it.

“One of the things we taught our kids is that if you’re going to do a job, do it well,” Winston DeCuir Sr. says. “We couldn’t get jobs when I was growing up, so among the things we learned is that you’ve got to get in where you can get in.

The whole idea is to get in. But once you do, don’t forget who got you there and who’s still behind you.”

Winston DeCuir Sr. credits his mother for the family work ethic that has shaped their success. She moved her young family from Erwinville in Point

Coupee Parish to Baton Rouge in the early 1950s, when Winston DeCuir and his brother were old enough to go to school. She wanted them to get the best possible education in hopes they would break the mold in a family of tradesmen and become professionals.

“Because my parents never went to high school, they were real big on education,” he says. “I wouldn’t say my mother was a tiger mom, but she pushed us hard.”

His brother became a doctor. Winston DeCuir Sr. became a lawyer, attending LSU law school on the NAACP’s dime.

“They were trying to increase the number of Black attorneys and didn’t want to give me an excuse to drop out,” he says.

At the attorney general’s office under Guste, he quickly rose through the ranks. Within just two years, he’d been tapped to head the consumer protection section. By the mid-1980s, he was chief of the civil division, where he had a good reputation and was liked by his peers.

They were attributes that would serve him well. When he left the AG’s office in 1989 to hang out his own shingle, Guste sent work his way. Before long, the nascent firm was representing various school systems around the state, eventually becoming general counsel for the Louisiana Board of Trustees for State Colleges and Universities, which has since become the University of Louisiana System, and the Southern University System.

Over the years, DeCuir learned a lot about how to get along with those in power in state government, a delicate balance that requires at once being strong but non-threatening. He also learned the value of connections in a city where people still hang out with their

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COVERSTORY high school classmates—and, perhaps more importantly, do business with them.

When his sons were school age, he and his wife, Barbara DeCuir, decided to send the boys to St. Aloysius for elementary school and, later, Catholic High.

“I noticed the tremendous inclusion in the political and business communities that Catholic High alumni had around Baton Rouge,” he says. “They looked out for one another.”

It was an invaluable opportunity that all three of his sons still value and remember fondly. They were all good students at CHS, accomplished athletes, involved in activities.

Winston DeCuir Jr. was the selfdescribed geek in the family with the best grades. Jason DeCuir was the most competitive, a star athlete. Brandon DeCuir was the social one.

All three went on to good colleges—Amherst, Howard and Xavier, respectively. All also went on to law school and at one point were all practicing under the same roof with their father. Jason DeCuir also earned an MBA and both he and Brandon DeCuir received master’s degrees in tax law.

But growing up in an affluent white world in the Baton Rouge of the 1980s and 1990s wasn’t as easy as the DeCuirs might have made it appear.

“There were places we couldn’t go,

“One of the things we taught our kids is that if you’re going to do a job, do it well. We couldn’t get jobs when I was growing up, so among the things we learned is that you’ve got to get in where you can get in. The whole idea is to get in. But once you do, don’t forget who got you there and who’s still behind you.”

WINSTON DeCUIR SR.

things we couldn’t do,” says Jason DeCuir. “I remember class parties at the Baton Rouge Country Club.

Jared Llorens (son of former Southern University chancellor James Llorens) and I were the only two who couldn’t go.”

Brandon DeCuir puts it another way.

“It opened doors, but it also let you know there are doors you’re never going to be able to touch,” he says. “When you’re in a class of 180 boys and only five others look like you, it opens your eyes.”

If there are doors the DeCuirs can’t touch, it hasn’t held them back professionally. If anything, it has enabled them to move with relative ease between white and Black circles in Baton Rouge, a status enjoyed by a relative few.

“I can represent Southern and no one thinks twice about it because they appreciate, as an HBCU, that I understand where they’re coming from,” Winston DeCuir, Jr. says. “I can walk into LSU and they appreciate that I went to LSU law school. That gives us a flexibility.”

MASK NOW so we can

That flexibility has taken the DeCuirs in a variety of directions, but at the end of the day they all represent, in one form or fashion, powerful institutions—university systems, governments, big business.

There are some exceptions, however, like Brandon DeCuir’s work in the wrongful death suit filed by the Sterling family. It’s not typical of the kind of cases he handles, where he is usually on the defense side, and he describes it as a “one-off.” But he says the firm’s reputation as skillful litigators attracts a variety of clients and that sometimes they have a compelling case worth taking on.

There are also some interesting paradoxes, such as Jason DeCuir advocating for tax policies that help big business be more competitive. Critics would argue those policies sometimes come at the expense of cash-strapped state and local governments, like the public school system that helped Winston DeCuir Sr., back in the 1950s and 1960s, get a good education.

The irony is not lost on the family.

But Winston DeCuir Sr. says there’s

nothing inherently wrong with big business. Brandon DeCuir agrees but also believes the corporate world has to pay its fair share.

“Businesses are always going to be innovative and push the envelope,” he says. “But you can’t let them game the system.”

It’s a philosophical debate the DeCuirs don’t have at family barbecues. Work is work. Family is family.

“We recognize at the outset that I am paid to do X and he is paid to do Y,” Brandon DeCuir says. “So why not just talk about football or the kids or what we’re going to have for dinner?”

One thing the family does agree on is the responsibility it has to help those who are still behind and need help ascending the professional ladder.

While at the AG’s office in the 1980s, Winston DeCuir Sr hired more than two dozen young, Black attorneys. More recently, his firm has made it a priority to hire Black law clerks and associates.

It has worked with LSU to help recruit more Black law students.

The firm has also represented the NAACP pro bono on occasion. Winston DeCuir Sr. sees it as a way to give back to the organization that helped him get his start in a field where he is known as a trailblazer.

“I didn’t go to law school to be a trailblazer,” he says. “I went to be a lawyer.”

In Louisiana, we love our football games and tailgate parties.

Let’s work together so we all can get back to enjoying the traditions that make us special. Wear a mask or face covering now to protect yourself, your neighbors and the way of life we love in Louisiana.

01MK7374 R08/20

Learn more about ways to protect yourself at bcbsla.com/covid19

40

later!

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TURNS

225 MAGAZINE is proud to have been a part of the Baton Rouge community for 15 years now. 225 is focused on bringing our readers POSITIVE and INSPIRING stories that cover community interests, local events, and so much more.

Thanks for sticking with us and we look forward to KICKING OFF 2021 with you!

For advertising opportunities contact Erin Pou at erinp@225BatonRouge.com

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NEWS HEALTH CARE

Finding success in a pandemic VISHAL VASANJI walked into 2020 with big ambitions for Relief Telemed, the health care delivery platform he co-founded with LSU professor James Davis in 2019. But Vasanji could’ve never anticipated just how prosperous this year would prove for his startup.

While most local companies are struggling financially this year, a select few are thriving, having discovered new opportunities in a pandemic market. Take Relief, which began 2020 with zero revenue and is on track to close the year with an estimated $3 million in revenues—double its initial projection.

In the early days of the pandemic, Relief was pitching its telemedicine app to doctor’s offices as a way to stay connected to patients and continue visits under Louisiana’s stay-at-home order.

It wasn’t until Vasanji realized the coronavirus was a long-term reality, however, that he noticed significant demand for COVID-19 testing among Relief’s own customers. The company then altered its business strategy, deciding to go all-in on COVID-19 testing.

“We didn’t look at anything else during that time frame, and it’s paid off,” Vasanji says. “It’s never going to be perfect—you just have to put it out there, adapt based on what’s working and what’s not, and make changes.”

As Relief’s CEO, Vasanji believes his startup can serve as a case study of a company that simply listened to what its customers wanted and responded accordingly—a cycle that’s already repeated itself several times in the past six months.

Once workplaces started reopening over the summer, Relief saw a niche market opportunity in local businesses whose employees were returning to work, and 42

DON KADAIR

Startup Relief Telemed is experiencing rapid growth after going all-in on COVID-19 testing. BY CAITIE BURKES

CUSTOMER DEMAND: Relief Telemed CEO Vishal Vasanji says the company has changed its strategy to focus more on health care delivery.

began signing contracts with them to serve as their COVID-19 testing partners. By the time employer demand softened in early August, Relief had made yet another marketing pivot, targeting schools and higher education institutions that welcomed students back to their campuses this fall.

Relief has 40 of these contracts in its portfolio, including past, present and future agreements.

To date, the telemedicine startup has partnered with 13 urgent care clinics to provide health care services to the more than 10,000 patients currently registered in its portal.

The global teleheath market is expected to grow through at least 2026, when it’s forecast to reach $267 billion, exhibiting a compound annual growth rate of 23.4%, according to a recent report from Fortune Business Insights.

Still, Vasanji and Davis, who

view COVID-19 testing as a shortto mid-term business solution, are working to answer one question: What will Relief look like on the other side of the pandemic?

“We had initially envisioned for the company to be like ‘the Waitr of health care,’” Vasanji says. “That still generally holds true, but what might be different is that while Waitr is viewed as a third-party middle man, people are beginning to see Relief as the provider.”

SHIFTING FOCUS Throughout the company’s rapid evolution, there have been various challenges. Chief among them: finding focus.

When the company was determining its approach to COVID-19, Waitr founder and former CEO Chris Meaux, who serves as an investor and adviser to Relief, offered one piece of advice: Stick with what its core software was already equipped to do—allow

patients to visit with a physician virtually and then dispatch a nurse to do the actual testing— and tailor existing processes to COVID-19 testing.

“My advice was don’t focus on funding right now—focus on opportunities,” Meaux recalls.

“Because [Vasanji] got these contracts in place early on, the company is self-funded. They don’t need to raise any outside capital in order to grow, and existing shareholders can retain more of the equity.”

If there’s one lesson Vasanji and Davis have learned through trial and error, it’s that issues will pop up the second a product goes live, no matter what. Therefore, being able to solve problems quickly and seamlessly is key.

In terms of user functionality, they didn’t have to adjust the Relief software in any significant way. However, Davis found it necessary to develop a COVID-19

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LUCRATIVE DEAL: Relief Telemed saw its profile elevated in August, landing a contract to be LSU’s exclusive COVID-19 testing partner at its Baton Rouge campus.

TESTIMONIAL

KATHERINE SEGHERS, LSU STRATEGIC COMMUNICATIONS

dashboard to allow Relief to manage large employer groups, which he managed to stand up within a week.

“We’d already started building a network of nurses, so we decided why not build a COVID-19 mitigation platform, allow employees to pick a time to show up for workplace testing, space visits 10 minutes apart and have everyone get swabbed in a central location,” Davis says.

Over the next month, Davis expanded the dashboard to allow employers to see all the data and analytics for COVID-19 exposure within their organizations and manage their employees accordingly.

Additionally, the entrepreneurs took many risks, a phenomenon Vasanji likens to building a plane while flying.

“We went all-in on the pandemic without knowing how long it would last,” Vasanji says. “We said yes to things we didn’t one hundred percent have the answer to at the moment.”

For instance, they didn’t hesitate to take on a business client that needed them to be on-site within 24 hours, despite not knowing whether they’d have the number of nurses needed to do the job.

Filling these on-site testing contracts with necessary personnel involved a significant amount of scrambling behind the scenes, some old-fashioned working the phones and ultimately building a contact list of nurses they could source for future gigs.

It was undoubtedly a stressful experience, and one of many Relief initially faced as it became a COVID-19 testing partner for local businesses. But the risks eventually paid off.

Customers started reporting their positive experiences using Relief, such as when a restaurant owner told Vasanji he only had to shut down business for 48 hours because Relief got all

his employees tested so quickly.

(More recently, Relief began offering a saliva test, which compares favorably to the nasal swab test traditionally used.)

As the small victories added up, the company reaped its greatest reward to date in August when it secured a two-month contract to be LSU’s exclusive COVID-19 testing partner at its main campus in Baton Rouge, testing up to 500 students daily.

Since then, the company has also secured partnerships with LSU-Alexandria and LSUShreveport, as well as the Santa Ana Unified School District in California’s Orange County, where Relief holds a six-week contract to test 25,000 students. The latter marks the company’s first outof-state deal, which Vasanji says “plants the seed for expansion” outside the local marketplace.

Relief is also working to reposition itself as a full-fledged health care provider in order to broaden its appeal and ensure relevance after the pandemic subsides.

The company’s relaunch will involve a new website and mobile app, both of which are scheduled for a post-Thanksgiving release.

Regardless of where in the world the Relief platform is being used, Vasanji plans to keep its model hyperlocal, connecting users to physicians within their geographical areas.

“Since we built a community health care platform, it doesn’t matter if the coronavirus is still here or if it goes away—we can address the community’s needs,” Meaux says. “As long as there’s a need for health care, there’s a need for Relief.”

With that in mind, Relief is rebranding itself as the “last mile” in health care delivery.

“We’re trying to send the message that health care has changed permanently,” Vasanji says, “and we’re here to be part of the new way of delivering it.”

“One of the best rehabilitation centers in the entire state; it is one of the reasons why my son is sober today.

They gave him the tools he needed to fight against his addiction. The way they help is unique for they preach by example. What better way than a former addict to help one who is in recovery? They helped my son become the man he is today; I do not know how to pay them back! He has changed in body and soul, so thank you Serenity Treatment Center for giving my son back his life and for showing him that he could overcome the addiction and now he can lead a wonderful life.”

—Parent of a Serenity Treatment Center Patient

Right here, Right now, Life changes for the better Addiction Recovery and Treatment Center

225.361.0899 • On call 24 hr. 225.241.9471

Baton Rouge, LA • www.serenitycenterla.com

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NEWS

SMALL BUSINESS

Last call?

Frustrated bar and club owners argue they’ve been unfairly targeted by Louisiana’s pandemic regulations. BY CAITIE BURKES

44

operating costs for the bar, where she’s worked since 1982. With costs mounting and without any income, White doesn’t know how much longer her business—which opened in Baton Rouge in 1969— can survive, and she isn’t alone.

“I’ve been going through my savings,” White says. “I’m going to at least go through the end of the year. That business is my life.”

DON KADAIR

BRIAN OTT HAS laid out all the groundwork to immediately reopen his downtown venue, The Basin Music Hall, if the state will let him. But six months into the coronavirus pandemic, as Louisiana moves into phase three of reopening its economy, many bar and club owners like Ott are left behind.

The latest easing of COVID-19related restrictions allows restaurants, churches, salons, spas, gyms and other businesses to operate at 75% capacity, but effectively keeps most private bars and nightclubs closed, raising questions about the industry’s future.

It goes even further to prohibit live music—all but ensuring Ott can’t reopen The Basin any time soon.

“We had a lot of deposits out to national acts coming to Baton Rouge, and we’re still having to figure out whether to pay them back or postpone,” says Ott, who’s missed out on revenues from 40 canceled events. “All the bands, sound engineers, stage hands and audio-visual companies that come here have also had zero income, just because I don’t sell cheeseburgers.”

Ott is referencing a loophole some of his peers have taken to stay in business, and one he’s taking himself at another establishment he recently purchased, renovated and reopened: The Cadillac Cafe on Bluebonnet Boulevard.

Establishments are currently allowed to be open if they have a restaurant permit, meaning they must make more than half their money off food sales, with patrons sitting at tables to eat and drink.

Bars that have been shut down can also apply for a conditional permit that essentially requires them to act as a restaurant, serving food to customers at tables.

“The biggest problem is not knowing anything, so we got a commercial alcoholic beverage license because it’s the only guaranteed way [The Cadillac Cafe] can stay open right now,” Ott says.

NO SERVICE: Brian Ott has seen the music and his revenues die at downtown’s The Basin Music Hall.

“We understand it’s something no one’s dealt with before and it’s ever-changing, but I do wish there was a level playing field.”

Under the current phase three guidelines, bars are allowed to reopen in parishes reporting less than 5% positive cases for two consecutive weeks. However, bars in parishes with higher incidence of coronavirus cases must remain closed for on-premises consumption. Until the last week of September, that included East Baton Rouge Parish.

Even if the parish does meet the minimum threshold for bars to reopen, there are some major caveats. First, indoor capacity is limited to 25%, with up to 50 customers allowed to be seated outdoors for table service. All alcohol sales must end at 11 p.m.

But perhaps the biggest caveat is

this: If a parish with low incidence suddenly jumps to 10% positive cases or higher, its bars will again have to shut down, restarting the entire process—a trend with which local bar owners have become all too familiar and want to avoid, having already been shut down by the state twice.

After the first shutdown in March, Linda White bought several months’ supply of hand sanitizer and face masks for The Jefferson Lounge, which she’s owned since 2004. By the time bars were allowed to reopen in June, she had even moved out half of her furniture to accommodate social distancing, only to get shut down again three-and-a-half weeks later.

So far, it has cost White more than $20,000 just to cover rent, utilities, insurance and other

TO FEED OR NOT TO FEED Baton Rouge bar owners complain over what they view as hypocrisy within the state’s approach to reopening.

Since the beginning of the COVID-19 shutdown in March, statewide restrictions have prohibited bars from opening, while restaurants, breweries and casinos have been able to serve drinks for months after restrictions were eased in May. Those businesses— some serving mixed drinks along with a full menu of food, others simply serving wine and beer— have been operating for months at 50% capacity and are now allowed to do so at 75%.

State public health officials have said bars are often where the virus is most easily spread. The Louisiana Department of Health has traced at least 468 positive cases to bars—more than any other setting aside from food processing plants.

“It’s unfair—we all got a bad rap because a few bars by LSU had an outbreak,” says White, whose regulars at The Jefferson fall in the 40to 80-year-old age range. “I don’t run a club; I run a neighborhood bar.”

Though White doesn’t expect to make any significant revenue, The Jefferson—which has effectively been shuttered since March, save for those few weeks in June—has recently begun offering curbside drink service. While it doesn’t exactly fit her neighborhood bar business model, since no one is allowed inside, White says she has no choice but to pay the bills.

Some bars have secured conditional restaurant permits, such

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as Duvic’s. The move has allowed owner Shane Courrégé to keep the lights on and avoid letting go any of his 11 staff members. However, it’s also cut revenues nearly in half.

Because Duvic’s already had a kitchen, getting a permit wasn’t difficult, Courrégé says. Instead, the toughest challenge continues to be getting buy-in from his customers on Duvic’s functioning like a restaurant rather than a dive bar.

“Lots of customers don’t like what we’ve been doing,” Courrégé says. “Once we’re allowed to go back to our original business model, that’s what we’ll do.”

However, for many other local bars, the cost of operating as a restaurant simply doesn’t justify the expense.

Take The River Room, the downtown whiskey and wine bar that doesn’t have a kitchen nor the room to add one. Owner Brad Watts says he doesn’t want to invest in a kitchen if he doesn’t plan to keep using it once the state lifts the bar restrictions, especially since the absence of a kitchen is historically how he’s been able to keep his overhead low.

Additionally, facing an uncertain remainder of the year, Watts isn’t sure where else he might want to spend those extra dollars. What Watts has on the books for the fourth quarter is a fraction of what he typically has scheduled, having already missed out on 20 class reunions and several corporate parties, among various other events, over the past six months.

“If people still don’t feel comfortable having these events, they might not come back until Q2 of next year,” Watts says. “Some people are going back to work downtown and the hotels are busy [because of Hurricane Laura], but I don’t think anyone has high hopes.”

THE SMART MOVE IS LIVINGSTON PARISH

LOOKING AHEAD Still, there is a question most bar owners shy away from addressing directly: How much longer can this continue before they’re forced to shut down for good?

The end of the year—in other words, another quarter—seems to be the general consensus.

Watts says he’s going to use the recent reopenings of his two restaurants, Cecilia and Kalurah Street Grill, as a barometer for how his bar may fare in the coming months. After six months of closures, it’ll essentially be like opening all three of them for the first time.

He will have to completely restock and restaff The River Room, with laid-off bartenders having since found jobs elsewhere. But he’s most worried about the customers he’s been able to cultivate over the past five years.

“The most pressing part is, when we’re actually able to open, will people have forgotten about us?” Watts says. “You’ve got to think about what they’ve been doing this whole time we’ve been closed—have they found a new favorite bar?”

CONVENIENT LOCATION GREAT SCHOOLS

COMPETITIVE LAND & INCENTIVES BUILD, MOVE, GROW OR EXPAND

11640 Burgess Ave. | Walker, LA 70785 Issue 225.686.3982 Date: 9-24-19| info@ledc.net Ad proof #1 | WWW.LEDC.NET • Please respond by e-mail or fax with your approval or minor revisions.

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DON KADAIR

AREAS OF FOCUS

“I’ve been going through my savings. I’m going to at least go through the end of the year. That business is my life.”

LINDA WHITE, owner, The Jefferson Lounge

• Wealth Planning • 401(k) Distribution Options • Business Services

• Investment Planning • Estate Planning Strategies

Securities Registered in the following states: AL, AZ, CA, CO, DC, FL, GA, IL, LA, MN, MO, MS, NC, NH, NY, SC, TX, WV

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Mondays on

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AD V E RT I SE ME N T

Dudley DeBosier recognizes those who

#

4LA oRight4

BR SOLDIER OUTREACH BR Soldier Outreach is a 501(c)(3) nonprofit organization who sends care packages to deployed service men and women overseas. Our first shipment was March 2008, and a local dealership was able to pay for the postage. In 2011, we had to start earning our own postage money. We obtained our 501(c)(3) in July 2017 and became BR Soldier Outreach.

Sunday school classes to draw/color Valentines for our soldiers and for November shipment we send their care packages in a Christmas stocking. We try to bring a little comfort from home to them. If contacted by a service man/woman we will also send them something. Since our 1st shipment in March 2008, we have sent 9,014 individual care packages and 341 bulk boxes.

We stuff care packages the first Saturday of February, May, August and November at 6150 Greenwell Springs Road, Baton Rouge, LA, from 9-11am. We welcome any volunteers to come help! On our quarterly shipment, we choose a soldier and send a care package to each in his/her unit. When contacted between our quarterly shipments, we will send 1 to 2 priority boxes, no soldier is left behind. For our February shipments we enlist area day cares and

BR Soldier Outreach is always looking for volunteers, and we are getting ready to stuff our next care package in November.

Visit our website at www.brsoldieroutreach.com to get more information. Check out our Facebook to see some videos of BRSO in action www.facebook.com/brsoldieroutreach. If you are interested in donating, please visit www.brsoldieroutreach.com/ donate.

Do you know someone “doing right?” Submit their name to promos@dudleydebosier.com

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AD V E RT I SE ME N T

DUDLEY DEBOSIER LEADERSHIP ACADEMY At Dudley DeBosier we feel strongly about giving back— especially to those who are making a difference in our community. With that in mind, we launched a bi-annual Leadership Academy, which is a FREE seminar that is geared towards nonprofits – their leaders, employees, board members and volunteers. Our most recent Leadership Academy was held virtually on July 17, 2020. Their team worked hard to create a format and agenda that would work online. Outside speakers, Sarah Cortell Vandersypen and Kitty Yannone, spoke on topics that were specific and beneficial to nonprofit organizations, such as grant writing and creating loyal donors. Even with the

Responsible Attorneys

limitations of hosting Leadership Academy online, over 100 nonprofit organizations registered to take part in the training.

Due to the success and positive feedback from the virtual Leadership Academy in July, Dudley DeBosier is launching “Leadership Academy: Think Tank” on October 16. It is a virtual 1-hour training conveniently held around lunchtime. Dudley DeBosier will invite a non-profit organization to present on a topic that will be relevant and helpful to other nonprofits. Registration is LIMITED to encourage open collaboration. If you are interested in learning more, please visit DudleyDebosier.com/leadershipacademy

444-4444

1075 GOVERNMENT STREET BATON ROUGE, LA 70802 WWW.DUDLEYDEBOSIER.COM

CHAD DUDLEY | STEVEN DEBOSIER | JAMES PELTIER, JR.

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FOCUS BANKING & FINANCE

A juggling act FOR YEARS, Baton Rouge’s community banks have served as a key conduit for providing small businesses and the construction industry with capital.

In the early months of the pandemic, their profile was further elevated. Small banks were celebrated for their perceived ability to process Small Business Administration, Paycheck Protection Program and Economic Injury Disaster loans at a faster pace than their larger counterparts, which were generally handling a larger volume of applications.

Now, as a struggling private sector squeezes the Baton Rouge economy, community banks have an opportunity to generate revenue by providing a financial lifeline to virus-impacted small businesses. However, community banks’ ability to play to their strengths is greatly complicated by the fact that, in a shaky economic climate, local bankers are also absorbing far more risk than usual, placing them in a stressful position.

Businesses are weary of taking out more loans with so much uncertainty about the future, softening demand for most loans aside from residential real estate.

“Customers want to know when things will get back to normal and when there will be a vaccine,” says Blake Chatelain, president and CEO of Red River Bank.

“Generally, they’re saving more than normal, spending less and operating in a more conservative mode.”

Community banks have already seen the effects of compressed net interest margins, or the difference between what banks pay for deposits and earn on loans. For instance, in the second quarter, Red River Bank’s net interest margin 48

declined 29 basis points (0.29%), settling at 3.12% at the end of Q2, while Citizens Bank & Trust’s dropped 33 basis points (0.33%), settling at 2.88% at the end of the quarter.

Despite the pressures they face, smaller banks are doing whatever they can to keep a shrinking pool of capital flowing to customers, and the balancing act is being manifested in several ways.

Namely, banks have been increasing their loan loss reserves, with some doubling, tripling or even quadrupling their allocation between the first and second quarters of 2020. Bankers are trying to keep tabs on how much they’ll need to stock up for the coming quarters, especially as federal stimulus money runs out.

“We’ll see some impact over the next three to six months,” says Jim Purgerson, senior vice president of Citizens Bank & Trust. “It’s been hard to gauge because there was so much government intervention, but as that goes away we’ll really get to see what the true picture is.”

Many banks have also adopted tighter lending standards, or at least enhanced the level of scrutiny through which they review loan applications, in an effort to mitigate risk.

With predictive models pointing to a wave of expected loan defaults both nationally and in Baton Rouge, community banks are bracing for lower earnings over the next couple of quarters as they attempt to hold the local economy together.

RISKY BUSINESS By the end of the second quarter, virtually every bank with a Baton Rouge footprint, regardless of size, had collectively squirreled

DON KADAIR

Baton Rouge community banks are trying to keep capital flowing while mitigating increased risk in an uncertain economy. BY CAITIE BURKES

CRAZY DAYS: Bankers, like Brett Blanchard, Baton Rouge market president of BancorpSouth Bank, are trying to navigate through a pandemic, a slumping oil and gas industry and the potential fallout from the upcoming presidential election.

away billions of extra dollars in loan loss provisions, though most had been aggressive in extending forbearance to cash-strapped customers in the early days of the pandemic.

For instance, b1BANK set aside $5.4 million—triple the $1.8 million provision it had allocated in the first quarter, and more than quadruple the $1.3 million it set aside in the second quarter of 2019. The bank isn’t planning to funnel quite as much into reserves in the quarters ahead, though.

“Certain industries like hospitality and oil and gas are more vulnerable to pandemic-type challenges, so banks will have to be more aware of those shifting risk parameters,” says Jude Melville, president and CEO of b1BANK. “We will have a portion [of small business customers] that still needs further relief over the next couple of quarters, but it’ll be a smaller percentage than the first round of loan deferral requests.”

Still, in at least the short term, beefing up loan loss reserves with money that would’ve otherwise been counted as earnings ultimately means b1BANK and others in the local community will

generate less revenue compared to last year. However, unlike the 2008 financial crisis, Melville says banks entered 2020 healthy and well-capitalized, so the short-term dip in earnings shouldn’t trigger any long-term industry concern.

“We’re fortunate in that we’re diversified in this market,” Melville says. “There’s been a slowdown in the loan pipeline, but it’s definitely not a complete shutdown or reversal.”

But asking more questions during the loan approval process has become increasingly important for local community banks wanting to assume the least possible amount of risk.

Some U.S. banks are making it even harder for businesses to obtain commercial and industrial, or C&I, loans, by applying more difficult terms to the loan, such as a larger downpayment up front, higher interest rates, more collateral or a combination of the three, according to the Federal Reserve’s July senior loan officer opinion survey.

Baton Rouge’s community banks are all still actively lending to small businesses and other customers; it’s just taking longer to

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forensically analyze their business needs.

Citizens Bank & Trust has tightened up its underwriting standards, and until the economic crisis “takes a turn for the better,” Purgerson expects the increased scrutiny his bank is giving to loan applications to continue.

“A lot of it has to do with unknowns,” says Purgerson, whose bank’s overall loan volume returned to pre-pandemic levels during the third quarter. “You have all these different sectors and industries that have been impacted in different ways, and there’s uncertainty as to how they’ll weather the phase that we’re in.”

On top of the pandemic, some of the uncertainty banks face also stems from the ambiguities related to a presidential election year and a slumping oil and gas industry, notes Brett Blanchard, Baton Rouge market president of BancorpSouth Bank, which set aside a $20 million loan loss provision in the second quarter.

Gulf Coast Bank & Trust is taking more time to review loan

applications and hash out, through regular conversations, what each applicant really needs from a loan. President Gary Littlefield says the bank aims to provide customers with “enough of a lifeline to keep their employees on the payroll” and is underwriting based on how customers’ revenues have been impacted by COVID-19.

“We’re in the business of risk assessment, so we’re taking more of

instead trying to serve clients on an individual basis, Melville says.

Meanwhile, Red River Bank has tried to remain consistent in its lending standards, Chatelain says.

OTHER TRENDS On the upside, local community banks have also seen some of the lowest mortgage rates in decades, boosting their residential real estate lending.

Gulf Coast Bank & Trust closed

“We’re in the business of risk assessment, so we’re taking more of a deep dive than usual.”

GARY LITTLEFIELD, president, Gulf Coast Bank & Trust

a deep dive than usual,” Littlefield says. “We’re asking questions like, how have they been impacted by the pandemic, what effect has it had on their balance sheet and income statement, and how can we structure a loan to them that will help them with their future needs?”

B1BANK hasn’t found a need to “draw red lines across the board” with its lending standards and is

August with more than $100 million in mortgage originations (compared to a monthly average of roughly $40 million) and another $200 million pending, leading the bank’s overall loan volume to actually increase this past quarter, says Littlefield, noting refinancing and real estate investment activity have picked up in the multifamily and office warehouse markets as well.

“It’s a little overwhelming from time to time because customers are calling every day, and we’re trying to get their questions answered quickly,” Littlefield says.

Citizens Bank & Trust has returned to its pre-pandemic overall loan volume, says Purgerson, largely attributable to new customers his bank has gotten this year.

Most local banks, however, report that overall consumer demand remains muted, with downticks in commercial line usage and commercial real estate valuations, though the latter has been trending downward for years.

Yet Louisiana entering phase three of recovery is expected to have some positive effect on the local economy, as more businesses are allowed to either reopen or accommodate greater capacity.

“A lot of times losses are lagging, but banking is also a longterm endeavor,” says Melville, of b1BANK. “We’re proving our worth in a way we haven’t had the chance to do in a while.”

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LISTMAKERS

Banks

UPCOMING LISTS:

Ranked by local deposits

PREV. RANK

COMPANY ADDRESS PHONE | WEBSITE

2020/2019 LOCAL DEPOSITS PERCENT CHANGE

LOCAL/TOTAL LOCATIONS

2020 GBR MARKET SHARE % OF DEPOSITS LOCAL* TOTAL DEPOSITS

NOVEMBER Louisiana SBA lenders Business incubators DECEMBER Commercial contractors

ENTERED MARKET HEADQUARTERS

HOLDING COMPANY

1

1

JPMorgan Chase Bank 451 Florida St., Baton Rouge 70801 225-332-4022 | chase.com

$7.83 billion $6.52 billion 20.15%

27 4,979

32.81% 0.46% $1.7 trillion

2004 Columbus, Ohio

JPMorgan Chase & Co.

2

2

Capital One Bank 6920 Bluebonnet Blvd., Baton Rouge 70810 225-381-7550 | capitalone.com

$3.86 billion $3.64 billion 5.91%

18 451

16.17% 1.27% $304.25 billion

1987 McLean, Va.

Capital One Financial Corp.

3

3

Hancock Whitney Bank 445 North Blvd., Baton Rouge 70802 225-381-0424 | hancockwhitney.com

$3.36 billion $2.85 billion 17.94%

29 220

14.09% 12.2% $27.59 billion

2014 Gulfport, Miss.

Hancock Whitney Corp.

4

4

Regions Bank 400 Convention St., Baton Rouge 70802 225-388-2700 | regions.com

$1.9 billion $1.66 billion 14.9%

22 1,400

7.98% 1.59% $119.82 billion

1997 Birmingham, Ala.

Regions Financial Corp.

5

5

IberiaBank 3700 Essen Lane, Baton Rouge 70809 225-923-4430 | iberiabank.com

$1.23 billion $902.66 million 35.97%

6 192

5.14% 4.32% $28.44 billion

2004 Lafayette

IberiaBank Corp.

6

6

Investar Bank 10500 Coursey Blvd., Suite 2 and 3, Baton Rouge 70816 225-757-7117 | investarbank.com

$944.05 million $880.61 million 7.2%

13 30

3.95% 49.37% $1.91 billion

2006 Baton Rouge

Investar Holding Corp.

7

7

B1Bank 500 Laurel St., Baton Rouge 70801-1811 225-248-7600 | 877-614-7600 | b1bank.com

$793.58 million $638.2 million 24.35%

8 49

3.32% 24.34% $3.26 billion

2006 Baton Rouge

Business First Bancshares Inc.

8

9

Red River Bancshares Inc. 5063 Essen Lane, Baton Rouge 70809 225-215-4400 | redriverbank.net

$386.58 million $295.96 million 30.62%

6 25

1.62% 18.46% $2.09 billion

2013 Alexandria

Red River Bancshares Inc.

9

10

Citizens Bank & Trust Co. 57910 Main St., 659, Plaquemine 70764 225-687-1916 | citizensbankandtrust.com

$316.41 million $266.78 million 18.6%

7 7

1.33% 100% $316.41 million

1916 Plaquemine

Citizens Bancorporation Inc.

10

8

First Guaranty Bank 400 E. Thomas St., Hammond 70401 985-375-0300 | fgb.net

$298.21 million $267.66 million 11.41%

5 35

1.25% 14.05% $2.12 billion

2002 Hammond

Smith & Hood Holding Co. LLC

11

12

BancorpSouth Bank 6100 Corporate Blvd., Baton Rouge 70808 225-768-1100 | bancorpsouth.com

$298.18 million $215.03 million 38.67%

5 315

1.25% 1.57% $18.93 billion

2004 Tupelo, Miss.

Does not have holding company

12

14

Peoples Bank & Trust Co. 805 Hospital Road, New Roads 70760 225-638-3713 | thefriendlybank.com

$265.35 million $231.62 million 14.56%

4 4

1.11% 100% $265.35 million

1980 New Roads

Peoples Bancshares of Pointe Coupee Parish Inc.

13

11

Bank of Zachary 4743 Main St., Zachary 70791 225-654-2701 | bankofzachary.com

$246.13 million $209.92 million 17.25%

5 5

1.03% 100% $246.13 million

1904 Zachary

Zachary Bancshares Inc.

14

13

The First 8810 Bluebonnet Blvd., Baton Rouge 70810 225-228-7275 | thefirstbank.com

$223.07 million $198.12 million 12.6%

9 83

0.93% 5.27% $4.23 billion

2014 Hattiesburg, Miss.

First Bancshares Inc.

15

15

Guaranty Bank & Trust Co. 175 New Roads St., New Roads 70760 225-638-8621 | guaranty-bnk.com

$207.84 million $179.25 million 15.95%

6 6

0.87% 100% $207.84 million

1957 New Roads

Great Guaranty Bancshares Inc.

16

16

United Community Bank 11280 Coursey Blvd., Baton Rouge 70816 225-293-8344 | 866-505-3736 | ucbanking.com

$195.47 million $166.69 million 17.27%

4 10

0.82% 39% $501.17 million

2015 Raceland

Community Bancorp of Louisiana Inc.

17

17

First National Bankers Bank 7813 Office Park Blvd., Baton Rouge 70809 225-924-8015 | bankers-bank.com

$169.34 million $169.16 million 0.11%

1 5

0.71% 40.99% $413.09 million

1984 Baton Rouge

First National Bankers Bankshares Inc.

18

21

Bank of St. Francisville 5700 Commerce St., P.O. Box 818, St. Francisville 70775 225-635-6397 | bsf.net

$159.02 million $115.1 million 38.15%

1 1

0.67% 100% $159.02 million

1978 St. Francisville

St. Francisville Bancshares Inc.

19

18

Plaquemine Bank and Trust Co. 24025 Eden St., Plaquemine 70764 225-687-6388 | plaqbank.com

$158.91 million $138.29 million 14.91%

1 1

0.67% 100% $158.91 million

1968 Plaquemine

Plaquemine Bancshares Corp.

20

22

Cottonport Bank 6500 Corporate Blvd., Baton Rouge 70809 225-231-6606 | cottonportbank.com

$128.62 million $100.98 million 27.37%

3 12

0.54% 35.47% $362.65 million

1998 Cottonport

Mansura Bancshares Inc.

DBA-doing business as DNR-did not respond GBR-Greater Baton Rouge NR-not ranked *-percent of bank's total deposits that are local To be featured in Business Report's Listmakers, banks must have at least one office in the nine-parish Capital Region and have local information available from the Federal Deposit Insurance Corp. The FDIC determines market share information based on deposits as of June 30 each year. The Business Report presumes the provided information is accurate. Information about all 33 banks in the region will be available to subscribers on our website. To be considered for next year's list, please contact Alaine Keisling at BRBRlists@datajoe.com. Published October 2020.

Researched by Alaine Keisling

Daily-Report.com | BUSINESS REPORT, October 2020

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LISTMAKERS

Credit unions Ranked by shares and deposits

PREV. RANK

COMPANY ADDRESS PHONE | WEBSITE

1

1

Neighbors Federal Credit Union 12529 Perkins Road, Baton Rouge 70810 225-819-2178 | neighborsfcu.org

2

2

3

TOP LOCAL EXECUTIVE

2019-2018 SHARES AND DEPOSITS % CHANGE

EMPLOYEES MEMBERS

2019 BUSINESS LOANS TOTAL LOANS ASSETS

YEAR EST. LOCALLY MARKET AREA

Steve Webb CEO

$835.45 million $794.93 million 5.1%

267 73,743

$8.52 million $784.78 million $934.91 million

1954 Greater Baton Rouge

Campus Federal Credit Union 6230 Perkins Road, P.O. Box 98036, Baton Rouge 70808 225-769-8841 | 888-769-8841 | campusfederal.org

Jane Verret President and CEO

$607.29 million $582.86 million 4.19%

170 37,049

$50.55 million $477.44 million $673.11 million

1934 Louisiana

3

La Capitol Federal Credit Union 700 Main St., Baton Rouge 70802-5501 225-342-5055 | lacapfcu.org

Michael E. Hooper CEO

$452.2 million $434.39 million 4.1%

184 47,268

$26.78 million $353.31 million $512.69 million

1961 Louisiana

4

4

EFCU Financial 10719 Airline Highway, Baton Rouge 70816 225-214-6800 | efcufinancial.org

Tyler Grodi CEO

$431.1 million $373.39 million 15.46%

107 46,061

NA $438.52 million $540.75 million

1934 Greater Baton Rouge

5

5

Pelican State Credit Union 3232 S. Sherwood Forest Blvd., Baton Rouge 70816 225-408-6100 | pelicanstatecu.com

Jeffrey K. Conrad President and CEO

$349.6 million $324.21 million 7.83%

292 55,563

$1.37 million $324.69 million $396.48 million

1956 Louisiana

6

7

Baton Rouge Telco Federal Credit Union 13404 Airline Highway, Baton Rouge 70817-5917 225-924-8900 | brtelco.org

Darryl K. Long Manager and CEO

$299.51 million $260.6 million 14.93%

74 28,542

NA $277.54 million $338.05 million

1936 Greater Baton Rouge and Hammond

7

6

Essential Federal Credit Union 2370 Towne Center Boulevard, P.O. Box 738, Baton Rouge 70806 225-353-8238 | 888-369-2207 | essentialfcu.org

Richard Williams President and CEO

$281.83 million $291.09 million -3.18%

115 38,598

$6.73 million $230.02 million $313.24 million

1972 Greater Baton Rouge

8

8

Eagle Louisiana Federal Credit Union 2271 College Drive, Baton Rouge 70808 225-927-1900 | 888-281-8485 | eaglefederal.org

Evelyn McDonner CEO

$98.77 million $99.04 million -0.26%

49 12,815

NA $85.97 million $110.71 million

1942 Louisiana

9

9

Wymar Federal Credit Union 37269 Highway 30, P.O. Box 457, Geismar 70734 225-673-7191 | wymarfcu.com

Ronnie L. Stephens President

$98.44 million $90.26 million 9.07%

17 4,623

NA $81.86 million $116.87 million

1958 Greater Baton Rouge

10

10

Louisiana USA Federal Credit Union 10289 Airline Highway, P.O. Box 15745, Baton Rouge 70895 225-292-8910 | 800-375-2760 | lausafcu.org

Adam C. Foy CEO

$69.33 million $65.35 million 6.09%

33 9,217

NA $53.51 million $79.93 million

1939 South Louisiana

11

11

Department of Corrections Credit Union 704 Mayflower St., P.O. Box 4789, Baton Rouge 70802 225-342-6618 | doccu.org

Ellen S. Dunn CEO

$66.23 million $64.47 million 2.74%

50 13,152

NA $56.75 million $83.99 million

1957 Louisiana

12

12

Bayou Federal Credit Union 5880 Florida Blvd., Baton Rouge 70806 225-925-8800 | bayoufcu.org

Rhonda S. Linzy CEO

$60.76 million $62.65 million -3.03%

27 8,535

NA $46.99 million $69.28 million

1954 Southern U.S.

13

13

Ascension Credit Union 2430 S. Burnside Ave., P.O. Box 248, Gonzales 70707 225-621-2800 | ascensioncu.org

H. Lloyd Cockerham President and CEO

$57.51 million $54.84 million 4.86%

24 8,080

NA $50.4 million $64.91 million

1974 Ascension Parish

14

14

Baton Rouge Fire Department Federal Credit Union 11123 Boardwalk Drive, Baton Rouge 70816 225-274-8383 | brfdfcu.com

Dawn Heath CEO

$43.36 million $42.46 million 2.12%

12 5,496

NA $45.74 million $58.3 million

1936 Greater Baton Rouge

15

17

BRECO Federal Credit Union 1850 S. Sherwood Forest Blvd., Baton Rouge 70816-8321 225-273-1529 | brecofcu.com

Joshua W. Poole President and CEO

$41.2 million $38.12 million 8.07%

13 5,496

NA $30.8 million $46.35 million

1994 Southern U.S.

16

16

GP Louisiana Federal Credit Union 1700 E. Mt. Pleasant Road, P.O. Box 520, Zachary 70791 225-654-7230 | gplafcu.com

Grace G. Perkins CEO

$40.88 million $38.81 million 5.33%

12 4,376

NA $31.26 million $45.57 million

1969 Greater Baton Rouge

17

15

Baton Rouge City-Parish Employees' Federal Credit Union 433 Government St., Baton Rouge 70802-6114 225-389-3059 | brcpefcu.org

Doris B. Richardson President and CEO

$39.24 million $41.53 million -5.52%

12 6,621

NA $18.74 million $48.42 million

1949 Greater Baton Rouge

18

18

LES Federal Credit Union 950 N. 22nd St., Suite C, P.O. Box 44201, Baton Rouge 70802 225-342-3288 | 800-259-3291 | lesfcu.com

Jackie Patin CEO

$29.45 million $29.47 million -0.06%

11 4,780

NA $18.73 million $33.52 million

1950 Greater Baton Rouge

19

20

Geismar Complex Federal Credit Union 35294 Highway 30, Geismar 70734 225-673-3371 | gcfcu.net

Tammy D. Sides CEO

$26.27 million $25.72 million 2.12%

7 2,360

NA $14.83 million $29.14 million

1980 Ascension Parish

20

19

Southern Teachers & Parents Federal Credit Union 728 Harding Blvd., Baton Rouge 70807 225-775-8597 | stpfcu.com

Jama R. Haynes CEO

$25.82 million $27.1 million -4.72%

16 4,421

NA $12.41 million $28.22 million

1937 Louisiana

DBA-doing business as NA-not applicable NR-did not respond NR-not ranked To be featured in Business Report's Listmakers, credit unions have to be based in the nine-parish Capital Region and have information available on the National Credit Union Administration website. The Business Report presumes the provided information is accurate. Information about all 31 credit unions in the region will be available to subscribers on our website. To be considered for next year's list, please contact Alaine Keisling at research@businessreport.com. Published October 2020.

Researched by Alaine Keisling

Daily-Report.com | BUSINESS REPORT, October 2020

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SPECIAL ADVERTISING SECTION

PEOPLE IN

54

This ad design © Louisiana Business, Inc. 2020. All rights reserved. Phone 225-928-1700 • Fax 225-926-1329

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This ad design © Louisiana Business, Inc. 2020. All rights reserved. Phone 225-928-1700 • Fax 225-926-1329

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Denage Piper

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Brian Nizzo

Issue Date: MONTH 2020 Ad proof #2

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CITIZENS BANK & TRUST is a 104-year-old community bank, and I am fortunate to have been a part of the last 15. As a lender, it’s a top priority for me to make the customer experience pleasant, while at the same time, make sound decisions that are best for the customer and bank. It’s not always easy, but we strive to achieve that right balance. If you have not already, you should give us a try.

Commercial Relationship Manager Citizens Bank & Trust COMMUNITY BANKING is more than deposits and lending. It’s about building long standing relationships that create customer advocates.

Helping our customers “live the dream” is our goal. Whether it’s funding purchasing a new building, building a new construction, purchasing equipment or investing in real estate– we are here to help. As a Business Partner at Citizens Bank & Trust we find value in meeting our customers where they are, in the thick of business.

During these trying times we are devoted to helping businesses through this pandemic.

This ad design © Louisiana Business, Inc. 2020. All rights reserved. Phone 225-928-1700 • Fax 225-926-1329

Vice President Citizens Bank & Trust

Sr. Vice President & Chief Lending Officer First American Bank and Trust BRIAN NIZZO began his banking career soon after he graduated from LSU. In 2006, Brian joined First American Bank and Trust as a lending officer and then graduated from the Graduate School of Banking where he gained a broader knowledge of banking. Since then, Brian has been promoted several times. He now oversees a team of 32 lenders among 25 branches. His focus is for his team to be among the best in the field by offering exceptional customer service while providing the right products based on the customer’s needs.

Contact Brian at bnizzo@fabt.com.

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Ryan Elliott, CCIM

Issue Date: OCT 2020 Piper.Ad proof #2

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Senior Vice President United Community Bank NICOLE RECEIVED her MBA from LSU, and began her career in June 2004 as a credit analyst and portfolio manager. With over 14 years of experience as a commercial and industrial relationship manager, Nicole now serves as Senior Vice President at United Community Bank, where she is responsible for maintaining and developing a commercial loan and deposit portfolio; providing the highest level of customer service. After a decade or so helping clients realize their potential and fulfill their dreams, she considers them all part of her extended family.

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Nicole Achee Glover

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Consumers are looking for bankers and financial advisors who have their best interests at heart when it comes to their financial needs and concerns. These professionals, along with their experience, will help you to navigate the financial waters.

Issue Date: OCTOBER 2020 Ad proof #2

BANKING & FINANCE

Tim Losavio Louisiana Division President First South Farm Credit TIM LOSAVIO has recently been promoted to Louisiana Division President for First South Farm Credit, an agriculture lender specialized in financing recreational hunting tracts and timberland investments. Based in Zachary, LA, Losavio will oversee business operations for all 13 First South branches in Louisiana. A graduate of Catholic High School, Losavio started his career with First South after graduating from LSU in 2011. First South, a financial cooperative, has been serving Louisiana agriculture and rural landowners for over 100 years as part of the nationwide Farm Credit System.

Abby Pudlewski Financial Center Leader Fidelity Bank WITH OVER 21 YEARS of banking experience, my goal is to develop connections within the business community to customize solutions to fit their banking needs. I have volunteered with the Capital Area United Way, Junior Achievement, so I am excited to be working for a company that truly values community involvement. Helping everyone in our community reach their financial goals creates a better community for everyone, and I am glad to be of service. I am Here For Good!

BUSINESS REPORT, October 2020 | BusinessReport.com

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Issue Date: OCT 2020 Kennedy.Ad proof #1

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Kelvin Luster

Banking Center Manager at Corporate and Long Farm Home Bank CUSTOMER RELATIONSHIPS aren’t just business transactions to me. It’s my goal to make each customer feel at home, comfortable and valued when they’re at Home Bank. My teams at Corporate Blvd. and Long Farm Village are terrific, and we love helping our customers find solutions to their banking needs. Because Home Bank is a community bank, we’re able to be responsive and nimble while offering the technologies and products businesses and families want.

This ad design © Louisiana Business, Inc. 2020. All rights reserved. Phone 225-928-1700 • Fax 225-926-1329

• Please respond by e-mail or fax with your approval or minor revisions.

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Pete Goff Jr.

Commercial Banker Home Bank AS A FORMER CFO and business owner, I bring a unique perspective to commercial lending – I’ve been on both sides of the table, and I understand the needs of my clients. My niche is in development of residential and commercial projects, office buildings, multi-family housing, and all types of construction loans. I take pride in providing clients the funding to work from the “raw land” stage to a completed project that adds value to the asset acquired and wealth to the community.

Issue Date: OCT 2020 Mire.Ad proof #1

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Issue Date: OCT 2020 Goff.Ad proof #1

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• Please respond by e-mail or fax with your approval or minor revisions.

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Reynold Lagarrigue

Banking Center Manager at Sherwood Forest and Bluebonnet Home Bank THOUGH I’M NEW to Home Bank, my career in banking spans a decade. My team and I had the pleasure of opening the doors to a new Home Bank office on Sherwood Forest last month, and we’re pleased to offer more convenience to our Baton Rouge customers. I invite you to visit Home Bank and experience the personal service our bankers provide.

From business solutions to personal accounts and loans, we’re with you every step of the way.

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Layne Dodd

Senior Commercial Banker Home Bank AS A FORMER business owner, Layne Dodd has insights into his customers’ needs that come from experience. With 26 years in banking, Dodd describes himself as a “traditional community banker,” one who can be counted on to answer his phone when needed and come through with a solution to fit each client. He says Home Bank’s distinction in the industry is that of a local South Louisiana bank with the capacity to work with businesses of all sizes.

Issue Date: OCT 2020 Luster.Ad proof #2

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Issue Date: OCT 2020 Dodd.Ad proof #1

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This ad design © Louisiana Business, Inc. 2019. All rights reserved. Phone 225-928-1700 • Fax 225-926-1329

• Please respond by e-mail or fax with your approval or minor revisions.

• AD WILL RUN AS IS unless approval or final revisions are received by the close of business today.

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Russ Ladnier

Commercial Banker Home Bank IN THE BATON ROUGE business scene, there’s always movement, new growth and opportunities. I take pride in being a part of that growth by helping customers and businesses fund new construction, upgrade equipment or expand a location – no two loans are alike. Whether it’s a small family-run shop or a large corporation on the move, I love digging in and learning how Home Bank can be part of the progress. Your dreams are my dreams, too.

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Scott Cobb

Mortgage Lender Home Bank THE AMERICAN DREAM of owning a home is still very much alive, and Scott Cobb says he takes pride in helping his customers make the dream a reality by finding home loans that fit their needs. With over 30 years of lending experience, Cobb enjoys sharing his knowledge with clients and getting to know them on a personal level. He says community banking is key to building customer relationships: “I treat them the way I would want to be treated when making such a big life decision.”

Issue Date: 06.04.2019 Lagarrigue.Ad proof #1

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• Please respond by e-mail or fax with your approval or minor revisions.

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Issue Date: OCT 2020 Ladnier.Ad proof #1

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SPECIAL ADVERTISING SECTION

Anita Kennedy Senior Commercial Banker Home Bank FUELING THE ECONOMY by putting funds in the hands of business owners is what motivates Anita Kennedy. With over 33 years in banking, she adds value to her relationships with clients through her in-depth knowledge of financing, lending and cash flow. She says, “Numbers and lending can be scary for people, but I can help. I read spreadsheets like other people read a novel. I love it. Business owners already have so many hats to wear. I strive to relieve some of that stress by providing real solutions.”

Debbie Mire Senior Commercial Banker Home Bank OUR SUCCESS IS measured by our clients’ successes. We’re in tune with our local economy and understand the unique factors that impact it. As community bankers, we live and work here, too. That makes a difference when a business needs us. We not only have the capacity to take care of our clients’ big needs, but we also have the willingness to take care of the small ones. We’re a family of bankers, and we truly care. Our pride comes from seeing clients reach and exceed their goals.

Daily-Report.com | BUSINESS REPORT, October 2020

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9/30/20 7:59 PM

VIEWPOINT

THE BIG PICTURE

The chilling effect of LSU board’s power move

STEPHANIE RIEGEL IT’S NOT SURPRISING most people find LSU football more interesting than the machinations of the LSU Board of Supervisors.

It’s unfortunate, however, because if more people were paying attention to what the board does—and why—the politically appointed supervisors might think twice before overriding the recommendations of their own administrators and consultants, as they did at their September meeting.

At issue that day was how to go about finding a company to partner with LSU on a long-term deal worth potentially hundreds of millions of dollars to modernize the aging energy system that heats, cools and powers the Baton Rouge campus.

This is no small thing. LSU’s inefficient power plant has millions of dollars in deferred maintenance needs and costs $29 million a year to operate—a number that will only increase over time.

In this, the university is not alone, which is why developing district energy systems is a big and growing sector worldwide.

Companies enter into P3s with hospitals, say, or universities to take over their power systems, upgrade them with energy-efficient

REFLECTIONS

CONFIDENCE IN THE COMPLETER This feature is a tribute by our publisher in honor of Business Report founder, Rolfe H. McCollister Sr.

equipment, and then run them for 20 or 30 years in return for lucrative lease payments that, in theory, make the deal worth everyone’s while.

But the risk is high and the devil is in the details, which is why LSU’s top financial and facilities guys, along with KPMG consultants—who are working with LSU on an overall plan to modernize campus facilities—have recommended putting the energy deal out to bid in an open, transparent two-step procurement.

But while some board members—including the new chairman Robert Dampf—favor this approach, a majority of the board voted in September to bypass the procurement process and, instead, begin evaluating two proposals already on the table, both of which were submitted earlier this year to the university—outside of any public procurement—by entities that have existing relationships with LSU and the state.

One of those entities is Enwave, which runs the energy system at LSU’s Health Sciences Center in New Orleans.

The other is Louisiana Energy Partners, a joint venture owned, in part, by Bernhard Energy Solutions, one of the portfolio companies held by Jim Bernhard’s Baton Rouge-based private equity firm.

LEP has an existing deal with the state to provide energy services to the Shaw Center for the Arts and 30 or so other downtown office buildings. The contract was written so that it can also be amended, with relative ease, to include other state facilities, like LSU. It is unclear who at LSU reached out to LEP or when, but in late

2019 or early 2020, someone at LSU asked LEP to submit a preliminary proposal for the A&M campus energy deal, using the Shaw Center contract as the rationale.

When Enwave caught wind of LEP’s potential opportunity, it submitted a proposal, too.

Now, many months later, LSU is faced with making a momentous financial decision and is inclined to do so without a public bid.

Why? Board member James Williams, the most vocal supporter of bypassing the bid process, said at the September meeting it’s only fair—given that LSU sought the two proposals, or at least, the LEP proposal, and that LEP and Enwave took considerable time and money to prepare them.

Besides, he said, it would save LSU time and money and cut down on red tape.

While a majority of the board agreed with that line of reasoning, it’s important to consider the following: • LSU administrators and KPMG consultants spent weeks during the summer evaluating the LEP and Enwave proposals and ultimately decided neither was in the best interest of LSU, hence their recommendation to put the deal out to bid. The board knows this and ignored it anyway.

• Bernhard is a major Democratic party supporter and ally of Gov. John Bel Edwards who, in the middle of all this, named him to the LSU board. After initially accepting the appointment, Bernhard declined—according to sources, because of potential conflicts of interest.

• Another LSU board member, Jay Blossman, has his own

PAUL WROTE IN Philippians 1:6, “I am confident in this very thing; He who began a good work in you, will complete it until the day of Christ Jesus.” When God is the author or the beginner of something, He also finishes or completes what He started. Has the work of beginning a relationship with God been received by you? If not, begin it by reading and applying John 1:12 and Romans 10:9, 10. If you have a relationship with God, then let’s cooperate with God’s finishing/ completing work in you. Most think trials, hard times, and pain are punishments of God and undeserved, when

conflict of interest, though he didn’t disclose it to LSU until August. Blossman is a paid director of Charah Solutions, a separate Bernhard portfolio company that paid him $175,000 for his board service in 2019. But he failed to tell the state ethics commission or LSU, which enabled him to take part in multiple discussions about the energy deal, before finally recusing himself.

• Sources familiar with the situation say LSU has been pressured from high levels of state government to work out a deal with LEP. Edwards’ spokesperson denies the governor has had involvement in the matter, saying he has told board members to do what they feel is best for LSU. In the end, the board voted to give staff until the end of the year to negotiate with LEP and Enwave.

If no deal can be reached on either proposal by January, the board will revisit the idea of a more formal procurement process.

As a practical matter, though, the deal is already done. As board attorney Winston DeCuir Jr. noted, negotiating now with two companies that may later bid on a deal in a public process will have a chilling effect on the market.

Indeed, the way the process has gone down has already chilled the market, according to sources familiar with the situation, who say the deal is raising eyebrows throughout infrastructure industry circles.

Louisiana has a reputation for insider dealing. This process hasn’t helped that narrative.

Maybe the existing proposals are best for LSU and state taxpayers in the long run. Without an open procurement, however, no one will ever know.

in actuality they are the instrument by which He often uses to complete His work in us. Hard times can be used to reveal that we are coasting in our relationship with God and need to press into God in order to grow.

Or we may be close to God and the pain is used to test our faith to make it even stronger. Lastly, when we are not seeing others grow as we thought they should, this truth encourages us to pray and believe that God will complete what He started.

COL Jeff Mitchell, State Chaplain, Louisiana Army National Guard

Daily-Report.com | BUSINESS REPORT, October 2020

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VIEWPOINT

RANDOM THOUGHTS

The need for Baton Rouge exceptionalism

JR BALL REMEMBER THE NOTION of American exceptionalism? The belief that our country is different— and better—than other countries, largely because of the ideals born out of the American Revolution.

In plain speak, we walk around preening to anyone listening that we’re just plain smarter, freer and harder-working—not to mention more enterprising and principled—than everyone else. We’re that Jeffersonian hilltop beacon of liberty, happiness and hope for all the world to see.

We are special. We are No. 1. We are envied.

And those who dare challenge us better get ready for a red, white and blue super-sized can of American-made whup-ass.

Feel free to debate if we ever truly were exceptional, or if the craziness of recent years has tarnished that exceptionalism.

Reality isn’t the actual point— particularly since this idealistic view is dependent, said Thomas Jefferson, on good will and public education. How’s that working out these days?

What matters is Americans, at our core, believe we’re unique and can do anything of substance better than anyone else on the planet.

Without question, given our actual history on any number of topics—especially on the inclusion front—there’s clearly a tad of hyperbole behind the chest-thumping. Still, I double dog dare you to refute that there’s something remarkably special about these United States of America. Yes, we’re tops when it comes to being rich and powerful, but our most noble quality is the aspirational 58

convictions of self-determination and that anyone willing to work hard can be a success.

When it comes to national dreams you’ve got the American dream and that’s it, that’s the list.

While this inalienable belief runs rampant from sea to shining sea, American exceptionalism seemingly is like economics: it doesn’t trickle down—and certainly not to Louisiana or its capital city of Baton Rouge.

That’s the sobering thought that came to mind while interviewing, along with Publisher Rolfe McCollister, six of the candidates running to become the next leader of Baton Rouge and East Baton Rouge Parish (Frank Smith declined). More on this later.

Among the states, Texas leads the league in believing it’s exceptional. New York and Virginia are up there as well.

Here, in a state plagued by the resource curse, we’re once again punch-drunk on the rankings floor, staring at the pack through the kind of foggy, bloodshot eyes found only in the postmortem of a Louisiana Saturday night.

Louisiana has turned its back on Jefferson’s utopia, opting instead for the Benjamin Franklin point of view that we’re all fun-loving rogues who will always find a way to muddle through.

Yet, I’ve always believed Baton Rouge could—and should—be an exception to Louisiana’s Kent Dorfman way of life. The potential for greatness—two universities, including the state’s flagship, the nation’s most economically important river and a sleeping giant of a health care sector—is within us.

The problem, and it’s a pretty big one, is this: We, the people of Baton Rouge, reject exceptionalism, alternatively choosing contentment in the warmth of mediocrity.

Alexander Hamilton—of Broadway musical fame and the Founding Father who argued for parochial self-interest without getting bogged down by alliances or the greater good—seems to be our cup of café au lait.

Sure, former Mayor Kip Holden was fond of declaring Baton Rouge as the “next great American city,” but raise your hand if you thought there was a chance in hell that would become an actual thing?

It could, but it won’t. We collectively don’t care enough, which is why Holden’s oft-uttered slogan rather quickly became laughable.

Speaking of funny catchphrases for $500, Alex, does anyone believe “better together” is truly about peace, love and understanding? Call me a cynic, but that’s more about subscribing to Hamilton’s theory of concentrating power among the elites because regular folks, as he declared to the Constitutional Convention in Philadelphia, are “the rabble.”

Set aside for a second our racial and economic divides, put the prospective city of St. George on the back burner, pretend we actually care about public education and simply take a look around.

No matter where you turn—north Baton Rouge, south Baton Rouge, the suburban cities of Baker, Central and Zachary or, yes, even the nirvana of St. George—trash, blight and the rusting signs of retailers long gone dominate the landscape.

Seriously, who has time to rally behind a manifesto of greatness as destiny when we’re too busy flicking cigarette butts and chucking grease-stained fast-foot wrappers out the windows of our oversized SUVs and pickup trucks?

Imagine if LSU set out to win a football national championship with facilities that were as much of an eyesore as most of this parish’s main thoroughfares? Forget beating Alabama or Clemson, every fall Saturday night would be an epic disaster on the scale of last month’s season-opener against Mississippi State.

Bluntly put, we’re devoid of pride in our city and parish. We hope for better days—occasionally acknowledge our first-rate attributes and routinely lament our shortcomings—but somewhere along the way we’ve become a population conditioned to accept average is the best policy.

With that as our North Star, those with means try to escape our defeatist reality by congregating in hamlets of isolation, which helps explain why gated subdivisions and incorporated cities litter the parish.

Which brings me back to the conversations with our six mayoral candidates. Each had interesting ideas on how to improve some facet of our daily lives. I would argue there’s a role for each of them in our city-parish government.

One or two, with the right team, would make for a fine mayor-president, capable of keeping us slogging along while cleaning out some drainage canals.

What I didn’t hear, however, was a broad vision on how we can become a city and parish of envy— not simply admired by those in this state or in Mississippi or West Virginia, but by people across the nation, like an Austin or Nashville.

For example, when asked to name their top economic development objective—absent the petrochemical sector—most mentioned wanting to revive talks in the hope of getting Amazon to redevelop Cortana Mall into a regional distribution and fulfillment center.

That’s great—really—but how about beginning the massive foundational work necessary to make Baton Rouge a reasonable option whenever Amazon sets out to build HQ3?

C’mon, there are reasons why Albermarle’s corporate headquarters fled to North Carolina in 2015.

Shouldn’t we address why our last major economic development win outside the petrochemical sector came in 2013 with IBM, flush with a sweetheart deal, agreeing to bring a technology center to downtown Baton Rouge?

In fairness, the candidates do reflect the mindset of the people they wish to serve. At some point that can’t be enough.

What’s needed—and desperately—is someone who can inspire the citizens of this city and parish to embosom some Baton Rouge exceptionalism.

BUSINESS REPORT, October 2020 | BusinessReport.com

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VIEWPOINT

FEEDBACK

INBOX THE FAULTY FLORIDA COMPARISON

In a thoughtful article concerning an uncertain future for higher education (“An Educated Guess,” September issue), Business Report substantively explored new and longstanding challenges facing Louisiana colleges and universities. As the future of work arrives more rapidly and disruptively than predicted, a renewed focus on the enterprise that will ensure the competitiveness and resilience of Louisiana and her people is deeply appreciated.

Unfortunately, it took only until paragraph three for the mythical Florida comparison to make an appearance.

Serious policy conversations are necessary to drive progress, but too often they result in change without progress due to faulty assumptions and misinformation.

Louisiana does have four systems of higher education. These four management boards, made up of 60 gubernatorial appointees and five students, manage the operations and shape the strategic direction of their member institutions. Florida institutions are managed by 40 boards made up of 262 gubernatorial appointees, 60 appointees of the Board of Governors (Florida’s version of the Board of Regents), 12 faculty, and 12 students. Summarizing the math: Louisiana institutions are managed by four boards with 65 members; Florida institutions are managed by 40 boards with 346 members.

Even the number of institutions, a seemingly straightforward measure of comparison, is incomplete. The state university system in Florida does have 12 member institutions. Almost always left out of the comparison is the membership of the Florida College System. Of that system’s 28 members, 23 have been converted to state colleges offering bachelor’s degrees to meet demands of state and regional economies. Thirty-five public colleges and universities in Florida offer four-year degrees, not 12.

There is a different comparison to Florida that strikes my interest.

UPCOMING ISSUES When the 87th U.S. Congress gaveled into session in January 1961, eight seats were filled by representatives from Florida and eight were filled with representatives from Louisiana.

When the 117th Congress convenes this coming January, 27 members will hail from Florida while just six represent our beloved state. What are the differences in vision, in policy decisions, in economic competitiveness strategies, in taxpayer investments that led to such a staggering difference in relative growth over the past 60 years? That conversation is much more difficult and complex than our standard superficial focus on structure, but it is the only conversation that will enable us to realize the promise of Louisiana that has eluded us for generations.

Louisiana, in many ways, can tell an extraordinary higher education success story. After nearly a decade of drastic disinvestment, we are graduating more students who are better prepared for life and career success. Our faculty are leading groundbreaking research in areas ranging from the detection of gravitational waves to the discovery of the antibiotic qualities of alligator blood. We are driving economic competitiveness, adding to the body of knowledge, and improving the human condition at a scale far beyond what our resources should allow. We can waste time reflecting on what could have been, we can pursue structural red herrings, or we can get serious about the work necessary to create a Louisiana worthy of her people. I, for one, prefer the latter, and I look forward to engaging with you in that conversation.

James Henderson, president, University of Louisiana System

NOVEMBER 2020 Forty Under 40 Special Editorial Section: Small Business Guide

DECEMBER 2020 Real Estate Focus List: Commercial Contractors

SPECIAL ISSUE: BOOK OF LISTS The Ultimate Business Tool Coming this December

FOR MORE INFORMATION ON ADVERTISING IN THESE ISSUES, CONTACT Kerrie Richmond at 421-8154 | krichmond@businessreport.com Daily-Report.com | BUSINESS REPORT, October 2020

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YOUR BUSINESS

COMPANY NEWS

COMPANY NEWS Lewy Physical Therapy has opened a fourth location in the north Baton Rouge area at 243 North Acadian Thruway, Suite 2.

Lewy Physical Therapy was established in 2001 by Danny and Shannon Lewy. The business offers custom therapy programs and flexible hours to all of its patients as well as specialties like dry needling, vestibular rehab and neuromuscular massage.

Our Lady of the Lake is partnering with Baton Rouge Community College in a workforce development program to create a pipeline for those interested in health care careers. The program targets those interested in beginning their careers as certified nursing assistants and provides the means for them to do so. The initiative, called Certified Nursing Assistant Sponsorship, will cover the tuition expenses for 30 individuals to receive their education at Baton Rouge Community College and their clinical training at an Our Lady of the Lake facility. Individuals must have a high school diploma or GED and commit to working at Our Lady of the Lake for one year.

All applicants will go through an interview process before being selected.

MESH is acquiring Converge Marketing and bringing on the firm’s founder, Matt Preuett, as agency director–New Orleans to continue to grow the agency’s presence throughout south Louisiana. This comes on the heels of the ​agency’s recent expansion into Chattanooga, Tennessee, Austin, Texas, and Lafayette. Named the 2019 Agency Executive of the Year ACCREDITATION CERTIFICATION Baton Rouge General’s carby the American Advertising diovascular rehabilitation proFederation in New Orleans, gram #1 has been certified by Preuett is an established Issue Date: BRBR OCTmarket2020 AD proof therevisions.

American Association of ing and business inyour the • Please respond by e-mailleader or fax with approval or minor • AD WILL RUN AS IS unless approval or final revisions Cardiovascular and Pulmonary region. are received by the close of business today.

Rehabilitation. BRG is the only • Additional revisions must be requested and may be subject to production fees.

hospital in Baton Rouge with an AACVPR-certified cardiac rehab program, recognized as a leader in the field of cardiovascular and pulmonary rehabilitation with the most advanced practices available. Cardiovascular rehabilitation programs help people recover from a heart attack, bypass surgery or heart disease faster, improving their quality of life.

AWARDS HONORS Baker Donelson was named

by Working Mother to its 13th annual Best Law Firms for Women list. This is the fourth consecutive year the firm has made this list, which recognizes firms that utilize best practices in recruiting, retaining, promoting and developing women lawyers. These firms additionally offer more extended parental leave benefits and encourage more lawyers to work remotely and use flexible hours.

Baton Rouge Rehab Hospital and Baton Rouge General are ranked No. 1 and No. 3 in Louisiana, respectively,

in Newsweek’s listing of Best Physical Rehabilitation Centers.

Rehabilitation facilities are ranked based on quality of care, service and follow-up care, as well as accommodations and amenities. BRG treats a wide range of disorders and injuries, helping patients recover and heal after injuries, strokes, cardiac events, and the diagnosis of neurological disorders. BRRH, a joint venture within the BRG system, is an 86,000-square-foot freestanding facility offering inpatient and outpatient care. BRRH specializes in neurological and orthopedic-based treatments and services for patients who have suffered strokes, amputations, spinal injuries and neurological disorders.

Beth Courtney, president and CEO of Louisiana Public Broadcasting, has received the 2020 Alumni Achievement Award from the National Mortar Board National College Senior Honor Society. Gov. John Bel Edwards and first lady Donna Edwards presented the award.

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Offering a variety of services to partner with the business community Work Experience | Customized Training Hiring Events | On-The-Job training

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225.358.4579 4523 Plank Road, Baton Rouge | employbr.com | 60

BUSINESS REPORT, October 2020 | BusinessReport.com

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Courtney is a 1965 graduate of LSU, where she was selected for membership in Mortar Board. She was honored as a communicator, broadcaster, producer, community leader—and as an outstanding alumni member of Mortar Board.

LaPorte CPAs & Business Advisors was included recently among 44 national firms in Accounting Today’s Beyond the Top 100: Firms to Watch list. This list is part of the annual Top 100 Accounting Firms report compiled by the publication. LaPorte is the only accounting firm in Louisiana to make the 2020 list.

In the same edition, LaPorte was also recognized as a regional accounting leader among Gulf Coast firms. The firm ranked No. 11 out of 22 on the Gulf Coast list of the 2020 Regional Leaders.

Beth Courtney, third from right, receives the 2020 Alumni Achievement Award from the National Mortar Board National College Senior Honor Society.

LSU has received the 2020 Higher Education Excellence in Diversity Award from INSIGHT Into Diversity magazine, the oldest and largest diversity-focused publication in higher education.

Daily-Report.com | BUSINESS REPORT, October 2020

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YOUR BUSINESS

COMPANY NEWS

As a recipient of the annual HEED Award—a national honor recognizing U.S. colleges and universities that demonstrate an outstanding commitment to diversity and inclusion—LSU will be featured, along with 89 other recipients, in the November 2020 issue of the magazine. This is the eighth year LSU has been a recipient of the award.

Baton Rouge resident Larrysa McAllister has been named Toastmasters International District 68 Division Director McAllister of the Year for the 2019-2020 term. This award recognizes a division director whose dedication, commitment and district team significantly contributed toward achieving the district mission. McAllister, a product integrity adviser at ExxonMobil Port Allen Lubricants/Aviation Plant, joined Toastmasters in October 2016. She is currently working on the Effective Coaching path in Pathways, the organization’s new educational program.

APPOINTMENTS MEMBERSHIPS Mark Batzer, an LSU Boyd Professor and the Dr. Mary Lou Applewhite Distinguished Professor with the Department of Biological Sciences at LSU, is among 38 academic inventors named to the August 2020 class of the National Academy of Inventors senior members. His research interests include comparative and evolutionary genomics, mobile element biology, computational biology and forensic genomics.

Phelps litigation partner Michael Hunt has been appointed to a threeyear term on the ABA Standing Committee Hunt on the Federal Judiciary. The committee evaluates all federal judicial nominees and provides ratings to the Senate Judiciary Committee. Hunt will represent the Fifth Circuit, which includes Louisiana, Mississippi and Texas.

Montalbano

Champagne

MacMorran

Jay Montalbano was named chair of the Society of Louisiana Certified Public Accountants. A board member of the nonprofit professional association since 2016, he also is a past president of LCPA’s Baton Rouge chapter. He is a partner with Hannis T. Bourgeois, where he concentrates on accounting, assurance, consulting and growth needs of companies in the construction industry. Kenneth Champagne is serving the second year of a twoyear term as member-at-large.

A past president of LCPA’s Baton Rouge chapter, Champagne is a

senior vice president, Premium Finance Business Unit with Confie. Jason MacMorran serves as LCPA’s immediate past chair.

MacMorran is a director with Postlethwaite & Netterville’s Consulting Services Group in Baton Rouge, and leads the firm’s litigation niche.

William Moore has been selected by the Committee of 100 for Economic Development as a member for 2020. Moore is the operations manager for the ExxonMobil Baton Rouge Refinery. He joined ExxonMobil in the United Kingdom in 1995 and has experience in managing a research and development portfolio, effectively deploying new technology and managing the associated intellectual property.

Senior transportation engineer Ronnie Robinson has been named to the board of the Southeast Louisiana Flood Robinson Protection Authority–West. Robinson was

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days til election off with three t, opponent square claims St. George proponen s inability-to-pay s for companie nt issues guideline Justice Departme media battle’ ‘losing social ts in La. races LOGA: oil, gas ent incumben Democrat, Independ Republicans target ne areas equally helping flood-pro isn’t program FEMA’s buy-out

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Mercedes-Benz of Baton Rouge

Contact Kerrie Richmond for digital package information at 225.421.8154 or krichmond@businessreport.com 62

BUSINESS REPORT, October 2020 | BusinessReport.com

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appointed to the board by Gov. John Bel Edwards and confirmed by the Louisiana Senate. He serves as one of seven board members in a position reserved for an engineer or a professional in a related field who resides outside the district.

PHILANTHROPY GRANTS Shell has presented a $300,000 grant to the River Road African American Museum in Donaldsonville to support the restoration of the museum’s historic Rosenwald School building. When completed, the structure will house the RRAAM Rosenwald School for Education, Culture and History, which will provide a modern space for museum visitors and school groups to explore the important role of African Americans in the region’s history. The facility will also enhance the museum’s ability to provide science, technology, engineering, art, and math programing in addition to cultural events. It will also serve as a center for genealogical research River Road African American Museum

Proud sponsor of the Baton Rouge Business Report Power Breakfast Series

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YOUR BUSINESS

JAY MONTALBANO Hannis T. Bourgeois

MOVING UP

JESSICA BENNETT North Oaks Health System

ACCOUNTING Jay Montalbano has been elected managing partner of Hannis T. Bourgeois. As managing partner, Montalbano will oversee all business, financial and operational aspects of the firm’s offices in Baton Rouge, Denham Springs and New Orleans. Montalbano joined the firm in 1999 as a staff accountant. Montalbano serves as chair of the Society of Louisiana Certified Public Accountants and is a former president of the Baton Rouge Chapter of LCPA. HEALTH CARE Jessica Bennett, Sarah Mitchell and Erica Williams have been appointed as service line

SARAH MITCHELL North Oaks Health System

ERICA WILLIAMS North Oaks Health System

leaders by North Oaks Health System. Additionally, Kory Krista has been named account coordinator for occupational health services. As such, Krista works directly with regional employers to ensure the delivery of occupational medicine services for a healthy, safe and productive workforce. As orthopedic service line leader, Bennett will work with orthopedic providers and North Oaks leadership to champion the introduction of new procedures and best practices across the health system continuum that promote bone, joint and muscular health. As acute surgical services line leader, Mitchell will help the shock trauma team of North Oaks

KORY KRISTA North Oaks Health System

RACHEL BRADY Baton Rouge General Physicians

Medical Center ensure continued Level II Trauma Center certification and verification. As vascular service line leader, Williams is charged with collaborating with physicians, system leadership, the American Heart Association and national research registries to enrich North Oaks’ cardiology and interventional radiology programs.

Dr. Rachel Brady, Dr. Benjamin Levron and Dr. Robert Sudduth have recently joined Baton Rouge General Physicians, offering patients easier access to care in Baton Rouge, Denham Springs and Livingston. All three completed their residency training at Baton Rouge General’s Family Medicine Residency

BENJAMIN LEVRON Baton Rouge General Physicians

ROBERT SUDDUTH Baton Rouge General Physicians

Program and are taking in-person as well as virtual visits. Brady will serve the Livingston community at BRGP–Family Medicine.

Sudduth will take care of patients at BRGP–Family Medicine in Denham Springs, while Levron will serve at BRGP–Bluebonnet Family Clinic.

Pediatric neurosurgeon Dr. Jillian Ploof has joined Our Lady of the Lake Children’s Health.

Ploof is one of only nine pediatric neurosurgeons in Louisiana and the fourth in the Children’s Health network. The pediatric neurosurgery team cares for patients with all types of neurologic disorders including, but not limited to, hydrocephalus, spina bifida, brain and spinal

Your city, your app.

The new 225 Magazine App is now available All things Baton Rouge at your finger tips. The new 225 magazine app is here and ready to bring you all the latest news, guides and offers for Baton Rouge restaurants and bars, entertainment, people, culture and style, all delivered to your phone or tablet so you never miss a headline. Download for free at 225batonrouge.com/app or scan here

DISCOVER. EXPERIENCE. CELEBRATE.

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JILLIAN PLOOF Our Lady of the Lake Children’s Health

JAKE TRAHAN III The NeuroMedical Center

cord tumors, traumatic brain injury, and craniosynostosis— which occurs when one or more of the fibrous joints between the bones of a baby’s skull close prematurely before the brain is fully formed.

Dr. Jake Trahan III is now associated with The NeuroMedical Center in the practice of interventional pain management and is seeing patients in Baton Rouge. Trahan becomes the third interventional pain specialist on The NeuroMedical Center’s medical staff. Trahan diagnoses and treats a wide variety of pathologies with a focus on minimally invasive, advanced spine procedures and ultrasound guided interventions.

STEPHANIE PHILLIPS GROS CSRS

PAUL GRAY Blue Cross and Blue Shield of Louisiana

ENGINEERING & CONSTRUCTION Stephanie Phillips Gros has joined CSRS as the new transportation market lead. Serving as the lead for more than 40 transportation planning projects throughout Louisiana, Phillips Gros brings a unique focus on bridge planning, design and management, as well as traffic modeling and analysis to CSRS. Phillips Gros previously worked as the regional manager for Buchart Horn Inc. As part of her new role, Phillips will join the MovEBR team in CSRS’ Baton Rouge office.

INSURANCE Paul Gray has been promoted

DAVID TUCKER LUBA Workers’ Comp

KATHERINE WHITNEY Teachers’ Retirement System of Louisiana

by Blue Cross and Blue Shield of Louisiana to vice president, Medicare Advantage Operations and Plan Performance. Gray will lead all activities and functions in the division. He will ensure his division responds to the dynamic MA and regulatory landscape markets by anticipating and implementing changes to ensure operational compliance and market leadership. Gray joined Blue Cross in 2005 as an audit consultant and was quickly promoted to senior audit consultant.

Since then he has held roles of increasing responsibility.

Longtime workers’ compensation executive David Tucker has been hired by LUBA Workers’ Comp as vice president and

sales manager. Tucker serves on the Better Business Bureau of South Central Louisiana Board of Directors and is involved in the Northshore Food Bank focused on feeding school-age children in Covington. Most recently, LUBA Workers’ Comp entered into three new states: Oklahoma, Tennessee and Alabama. This expansion brings the total number of states served to seven.

PUBLIC SECTOR Katherine Whitney has been selected by the Teachers’ Retirement System of Louisiana Board of Trustees to be director of the retirement system. Whitney will replace Dana Vicknair, who is retiring. Whitney has been with TRSL since 2008 and currently serves as deputy director. Prior to that role, she was the retirement system’s deputy general counsel. Whitney has also worked at the Louisiana State Board of Elementary and Secondary Education and the Louisiana Attorney General’s Office.

“When you combine great clients, a great team and a great network of advisors with a vision of continual growth, you have a great formula for success.”

- PETE BUSH, CFP®, CEO/PARTNER Financial Advisor

Horizon is ONE OF TWO companies that has made the LSU100 growth list all 10 years.

Securities and advisory services offered through Cetera Advisors LLC, member FINRA/SIPC, a broker/dealer and a Registered Investment Advisor. Cetera is under separate ownership from any other named entity. *Listing in this publication is not a guarantee of performance or success. This recognition should not be construed as an endorsement of the advisor by any client. LSU Top 100 is based on revenue growth year over year.

Daily-Report.com | BUSINESS REPORT, October 2020

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YOUR BUSINESS

SPECIAL PROMOTION

The Louisiana Business Symposium goes virtual BUSINESS REPORT and the Louisiana Business Symposium sponsors hosted the 2020 Best Places to Work celebration and the Top 100 event to a virtual crowd on September 15. The two events streamed live through Facebook, YouTube Live and LinkedIn. The day began with the Best

Places to Work awards celebration where the top 50 companies in Baton Rouge were unveiled.

The top three small/medium and top three large-sized companies were recognized with a special award. The program concluded with a panel discussion moderated by Julio Melara, with the top three winners in each

category: Wymar Federal Credit Union, Moran Construction Consultants, First National Bankers Bankshares, Home Bank, Phelps Dunbar, and GMFS Mortgage.

Our second event of the day started with honoring the Top 100 private companies in the Capital Region. Dr. Loren Scott,

LSU economist, unveiled his economic forecast for Louisiana and Baton Rouge in the premier presentation for 2021-2022.

Presented by Business Report, the Louisiana Business Symposium was sponsored by Fishman Haygood, Mercedes-Benz of Baton Rouge, IberiaBank, WAFB, and LWCC.

Dr. Greg Upton, Dr. Loren Scott, Kerrie Richmond, Art Farve

Julio Melara interviews the CEO of Performance Contractors, Art Farve

Dr. Loren Scott gives his exclusive economic forecast for 2021 and 2022 for Louisiana and the Capital Region

SPECIAL THANKS TO OUR SPONSORS: NICK PENTAS

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Large Company winners – 3rd Place, Tee Brown with GMFS Mortgage; 2nd Place, Susie Furr with Phelps Dunbar and 1st Place, John Bordelon with Home Bank

Theresa Jones, President of GBR SHRM, presenting award to Susie Furr of Phelps Dunbar Small/Medium Company winners – 3rd Place, Joseph Quinlan with First National Bankers Bankshares, Inc.; 2nd Place, John Moran with Moran Construction Consultants, LLC and 1st Place, Ronnie Stephens with Wymar Federal Credit Union

KRISTIN WALL

CHARLES LANDRY

JOE SCIORTINO

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Issue Date: January Ad proof #2

• Please respond by e-mail or fax with your approval or minor revisions.

• AD WILL RUN AS IS unless approval or final revisions are received by the close of business today.

• Additional revisions must be requested and may be subject to production fees.

Carefully check this ad for: CORRECT ADDRESS • CORRECT PHONE NUMBER • ANY TYPOS

YOUR BUSINESS

FLASHBACK

This ad design © Louisiana Business, Inc. 2020. All rights reserved. Phone 225-928-1700 • Fax 225-926-1329

YOUR INVESTMENT

ROADMAP Without a roadmap, the path toward your financial goals can be difficult. A comprehensive and up-to-date investment strategy and a knowledgeable team offering support may help make the road ahead less strenuous.

THE YEAR: 2002 Back in 2002, before the residents of Spanish Town requested regulations for short-term rental properties across the city and before neighborhood civic associations requested the city-parish regulate the implementation of 5G small cell towers, residents were concerned over the growth of a local franchise providing self-storage PODS. John and Hunt Hearin, local real estate and pay parking lot vets, decided in 2001 to open a PODS franchise in Baton Rouge, and they ran with the opportunity. Meeting 25-month sales goals in half the time, the brothers’ Wooddale Boulevard location became the fastest-growing PODS franchise in America. But with the Hearins’ success also came critics, as some felt city rules didn’t adequately regulate PODS.

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The LPL Financial representative associated with this advertisement may discuss and/or transact securities business only with residents of the following states: AK, AL, CA, FL, IL, LA, MD, MS, NC, TX

“A FEW NEIGHBORHOODS bar PODS completely through their deed restrictions. But most neighborhoods—especially older ones—have no way to regulate PODS. For people with concerns about the conspicuous shed-sized containers’ impact on neighborhood vistas, regulation is a key issue. ‘They are a new innovation and it’s going to be popular, so we better see how it fits into the Baton Rouge landscape,’ Metro Councilman Pat Culberton says. He asked an advisory committee to begin looking into PODS and will offer suggestions on what the city-parish can do to regulate them. … Meanwhile, PODS’ phones keep ringing and the PODS invasion continues. The Hearins plan to have 650 PODS by the end of 2003, nearly double the number they have now.”

Issue Date: 7-30-19 Ad proof #2

• Please respond by e-mail or fax with your approval or minor revisions.

• AD WILL RUN AS IS unless approval or final revisions are received by the close of business today.

• Additional revisions must be requested and may be subject to production fees.

Carefully check this ad for: CORRECT ADDRESS • CORRECT PHONE NUMBER • ANY TYPOS This ad design © Louisiana Business, Inc. 2019. All rights reserved. Phone 225-928-1700 • Fax 225-926-1329

—From the May 7, 2002, issue of Business Report

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+ ALSO FROM THAT ISSUE ...

RIP RUTH: Ruth’s Chris Steak House founder Ruth Fertel may have died, but her namesake remains Baton Rouge’s spot for business and political deals.

BUSINESS REPORT, October 2020 | BusinessReport.com

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PRESENTS

2020

A VIRTUAL FORUM:

Why do my company’s health insurance rates keep rising, and what can I do about it?

Employer health plan costs have been climbing for years and currently are projected to do so by another 5% in 2021. The impact is far-reaching—particularly for small- to medium-sized companies—impacting profitability, the ability to provide bonuses and raises, and premium hikes that can put coverage out of employee reach. This session will provide insights into trends and driving factors in rising health costs, and offer robust strategies for purchasing health care benefits, leveraging digital health technologies, partnering with hospitals and physicians to manage costs and premiums, and more.

PANELISTS

WARNER L. THOMAS President and CEO, Ochsner Health

PATRICIA PAZ PHR, SPHR, SHRM-SCP, RCC COO, LaPorte CPAs & Business Advisors

MIKE BERTAUT

Healthcare Economist and Exchange Coordinator for Blue Cross and Blue Shield of Louisiana

WEDNESDAY, OCTOBER 21, 2020 • 8:30AM

FOR MORE INFORMATION AND TO REGISTER FOR FREE, VISIT BUSINESSREPORT.COM/EVENTS

SPONSORED BY

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PASSION

CIRCUIT TRAINING

David Belanger

PRESIDENT & CEO, COMMUNITY COFFEE COMPANY

“Three things keep me going: Faith, family and fitness—and, for the latter, circuit training is my go-to preference. You get cardio, resistance and core strength involved, so in my view, that, along with eating clean foods, tends to be the most complete workout regimen. I work out five to six days a week, for 45 minutes to an hour, and I change locations quite a bit so that it’s not monotonous.

I’m always learning new methods to push myself, which also helps me stay sharp in business.”

PHOTOGRAPHY BY COLLIN RICHIE

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Jones Walker attorneys raise client expectations — for good reason. We are committed to providing creative, efficient legal representation no matter the market condition or specific situation.

The healthcare industry is always in a state of change in response to macroeconomic forces, the public’s demand for high-quality and accessible health care, and fiscal constraints. Jones Walker’s Healthcare Industry Team helps clients successfully navigate a challenging and constantly evolving business and regulatory landscape as they create, and respond to, new delivery models to meet these new challenges.

For information, guidance, and checklists on specific COVID-19-related issues within the healthcare industry, view our “Back-to-Work Toolkit: Healthcare — Protecting the Health of Patients and Professionals” at joneswalker.com.

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