Business Report [July 2025] by Baton Rouge Business Report

TOP 100 PRIVATE COMPANIES

The secret to reaching $1B

Inspiration from the Top 100 CEOs

What real leaders bring Louisiana CEO salaries

Rediscover Innovation.

Kean Miller is evolving, but our mission remains the same: to provide innovative legal solutions that align with your business goals. Our new brand reflects our commitment to rethinking strategies, refining tactics, and helping you rediscover the essence of service.

From the energy and petrochemical sectors to maritime services and construction, our multidisciplinary team brings the same legal know-how and collaborative spirit you’ve come to rely on.

Rediscover what it means to have a legal partner invested in you.

28 Survey Says: What real leaders bring What’s the one quality every great leader needs? We asked some of Louisiana’s top execs, and let’s just say no two answers were the same.

31 Evolution of an Idea

Kean Miller partner Lana Crump on AI and the law: A guide for smart business integration

17 Meet the 500

Genesis 360 CEO Craig Stevens shares his dream dinner, how he overcame his most difficult business challenge and more.

19 Entrepreneur

These days, former Tin Roof Brewery owner William McGehee is capturing carbon dioxide—a beer fermentation byproduct— and converting it into ethanol.

20 Business Lunch

The Overpass Merchant has earned a reputation for inventive cuisine served in a casual but stylish environment.

24 Design Preserving the spirit of the century-old Spanish Moon was just as important as renovating the space for the team at Tilt.

27 First-Class Travels

Hannis T. Bourgeois partner Derek Foret shares his tips for navigating the British Virgin Islands.

What if you could bottle entrepreneurial wisdom—the real, gritty, hard-won kind— and make it available to anyone with a business idea and the guts to try? That’s the concept behind QiMana.

ON THE COVER

Who’s powering Louisiana’s economy? Our annual Top 100 Private Companies package reveals the Capital Region’s biggest players— told through rankings, revenue data, compelling stories and behind-thescenes imagery. Pictured clockwise, from top left: Savard Labor & Marine Inc. founder and CEO Jill Savard, REV CEO Josh Descant, Genesis 360 founder and President Craig Stevens, The Spine Hospital of Louisiana President and CEO Terri Hicks, Roofing Solutions founder and owner Tupac de la Cruz and CSRS President Tim Barfield

Design: Hoa Vu

SPECIAL ADVERTISING SECTION

Local Legacies

Meet businesses that are driving economic growth and strengthening communities across the Capital Region.

Page 91

CONNECT WITH US:

businessreport.com

facebook.com/businessreport

x.com/brbizreport

instagram.com/brbizreport

131 Baton Rouge 3.0

109 The Newtron way

A belief in doing right by employees helped this contractor earn loyalty and longevity—and become a billion-dollar business.

114 Passion meets purpose

Entrepreneur-turned-coach Stuart Gilly is creating a new blueprint for community engagement.

119 A unified voice for change

After decades of parallel work, the Committee of 100 and Council for A Better Louisiana join forces to form a think-and-do tank for reform.

126 Curtain call or comeback?

Funding challenges and local closures test Baton Rouge’s cultural sector.

Downtown is evolving again, with the riverfront, connectivity and residential growth likely driving the reboot.

140 DEI in transition

Louisiana companies tread carefully as political and cultural shifts reshape diversity efforts.

147 Rolfe McCollister Jr. Mayor Broome: You are to blame

Lessons from the Top 100

EVERY YEAR, Business Report’s Top 100 Private Companies list gives us more than just a ranking—it gives us a playbook. These aren’t just numbers on a spreadsheet. These are real companies, led by real people, doing real things that drive bigtime results.

And if you’re a business leader looking to grow, lead better and win more, there’s gold in here.

Let’s start with Raising Cane’s and its nearly $5 billion in revenue—up 29% in just one year. How? It does one thing and does it better than anyone else: chicken fingers. Founder Todd Graves didn’t get distracted chasing trends. I still remember him speaking at Business Report’s Executive Leadership Academy, telling us how consultants would pitch him on adding salads or smoothies to the menu—and every time, he’d say no. One love. One focus. He stuck to the core, nailed the culture and scaled it with excellence. That’s a master class in clarity and consistency. Leaders: Simplify. Focus. Win.

Then there’s MMR Group, which skyrocketed more than 75% to $2.34 billion. It doesn’t stay in one lane—it’s in energy, semiconductors and even theme parks. What’s the lesson? Diversification done right builds resilience. It didn’t wait for markets to shift—it moved first. MMR President and CEO Pepper Rutland once shared with a Business Report writer his mantra: “strategy, structure and execution,” which dates back to his days as a linebacker and defensive team captain for the LSU Tigers. Those three words guide every market expansion MMR pursues. You want to grow? Get uncomfortable. Get into new lanes. Make bold bets. And remember that mantra.

Lemoine isn’t just a construction company—it’s a culture company. Its revenue more than doubled last year, reaching $1.1 billion. Its leaders will tell you straight: It’s about the people. When you build a values-driven culture and empower your team, you create momentum that’s unstoppable. People don’t build companies—the right people do.

But true impact isn’t just measured in dollars—it’s also seen in the difference you make for others. Associated Grocers is a quiet powerhouse. The company, with nearly $800 million in revenue, was built not by selling groceries but by helping hundreds of independent grocers thrive.

What gives it an edge is its laser focus on service, systems and strategy, which allows local stores to punch way above their weight. AG doesn’t just deliver product— it delivers partnership. The lesson: When you help your customers win, you win, too. It’s servant leadership with a supply chain twist.

Bottom line: The Top 100 Private Companies aren’t lucky—they’re intentional. They lead with clarity, execute with urgency and build cultures that scale. They’re not just playing the game—they’re rewriting the rules.

So here’s the challenge: What can your company learn from these leaders? What bold move are you ready to make? Growth doesn’t happen by accident. You’ve got to plan for it, work for it and lead like you mean it.

Julio Melara, Publisher

Publisher: Julio Melara

Associate Publisher: Erin Pou

EDITORIAL

Executive Editor: Penny Font

Managing Editor: Allan Schilling

News Editor: Holly Duchmann

Staff Writers: Jordan Arceneaux, Dillon Lowe

Contributing Writers: Sam Barnes, Kelli Bozeman, Maggie Heyn Richardson

Contributing Photographers: Jackie Haxthausen, Don Kadair, Tim Mueller, Collin Richie

ADVERTISING

Sales & Marketing Operations Manager: Kynley Lemoine

Senior Multimedia Marketing Consultant & Team Leader: Kelly Lewis

Multimedia Marketing Consultants: Rachel Andrus, David Burton, Nicole Crochet, Emma Walker

Multimedia Marketing Consultant/Custom Publishing:

Judith LaDousa

Digital Operations Manager: Devyn MacDonald

Partner Success Manager: Matt Wambles

Digital Operations Coordinator: Sydney Deville

Corporate Communications Strategist: Mark Lorando

Content Strategist: Emily Hebert

STUDIO E

Creative Director: Timothy Coles

Business Development Manager: Manny Fajardo

Custom Content Editor: Lisa Tramontana

Video Lead: Taylor Stoma

Production Supervisor: Ari Ross

Production Coordinator: Sara Hodge

ADMINISTRATION

Business Manager: Tiffany Durocher

Business Associate: Kirsten Milano

Office Coordinator: Donna Curry

Receptionist: Cathy Varnado Brown

CREATIVE SERVICES

Creative Services Manager: Ellie Gray

Art Director: Hoa Vu

Senior Graphic Designers: Melinda Gonzalez Galjour, Sidney Rosso

Graphic Designer: Britt Benoit

AUDIENCE DEVELOPMENT

Chief Technology Officer: James Hume

Audience Development Campaign Manager: Catherine Albano

Circulation and Client Experience Manager: Ivana Oubre

A publication of Melara Enterprises, LLC

Chairman: Julio Melara

Executive Assistant: Brooke Motto

Vice President-Sales: Elizabeth McCollister Hebert

Chief Content Officer: Penny Font

Chief Digital Officer: Erin Pou

Chief Operating Officer: Guy Barone

Circulation/Reprints/Subscriptions/Customer Service

225-928-1700 • email: circulation@businessreport.com

Volume 41 - Number 35

A Steadfast Investment

“The Steadfast Foundation has opened me up to so many opportunities and one of those opportunities was the ability to dream. I could not have done that without having a solid banking institution that knows me by name, that has my back—and that’s the Bank of St. Francisville.”

BSF is a proud supporter of the Steadfast Foundation. To learn more please visit: thesteadfast.org

Commerce

– George Gillam - Executive Director Steadfast Foundation

Steadfast Foundation leadership team: Toya Domineck (Operations Director), George Gillam (Executive Director), Shawna Gose (Board President), Wesley Horobetz (Program Coordinator), Erik Sampson (Development Director)

In The Know News and notables to

keep you connected

$3M

That’s what Baton Rouge Orthopaedic Clinic paid last month to acquire the Roux 61 property adjacent to its Bluebonnet location inside the Surgical Specialty Center of Baton Rouge. The deal follows the recent addition of four former Bone & Joint physicians, along with their imaging and physical therapy teams. Read more at businessreport.com.

DATA DIVE

$39M

Number of Louisiana companies on the Fortune 500 list, both of which fell in their rankings from the previous year. Monroe-based telecommunications firm Lumen Technologies came in at No. 325, down from No. 292. Meanwhile, New Orleans gas and electric company Entergy ranked No. 355, down from No. 339 last year.

Amount of revenue that stands between the No. 1 and No. 2 Top 100 Private Companies: Louisiana Blue and Raising Canes. See the full list starting on page 33, and unlock all of Business Report‘s data with an insider subscription. businessreport.com/ data-center.

STRICTLY BUSINESS WITH TONY ZANDERS

What does it take to spark a tech revolution in Louisiana? In this episode of “Strictly Business,” Tony Zanders of Nexus Louisiana shares how he is building a bold new future—one founder, one startup, one strategy at a time. From AI in local businesses to keeping top talent in-state, we’re talking real change, real challenges, and why the Silicon Bayou is just getting started. The episode airs at 11 a.m. July 16. Register at strictlybusiness.businessreport.com.

750

Number of virtual courses that will be available for play at the new Swingeasy Golf Club in Baton Rouge—including the iconic Augusta National and Pebble Beach. The company is opening its first Louisiana location on Siegen Lane, comprising nearly 4,000 square feet. Read more at businessreport.com.

CORRECTION

21.5%

Louisiana’s new tax on sports wagers, up from 15%, signed into law by Gov. Jeff Landry. The resulting revenue—an estimated $77 million annually—will fund a new SPORT (Supporting Programs, Opportunities, Resources and Teams) Fund, distributing around $1.7 million annually to each of Louisiana’s NCAA Division I public universities.

In the Homebuilders list that appeared in the June edition of Business Report, the 2024 permit valuations provided to Business Report by the East Baton Rouge Parish Permit Office for Traditions LLC and Site Companies LLC were incorrect. The valuation of the Traditions LLC permit was $2 million, not $2 billion. The value of the Site Companies permit was $5.25 million, not $1.2 billion. Business Report regrets the errors.

As the first in Louisiana to earn accreditation from the National Accreditation Program for Rectal Cancer, we’re raising the standard of care for our patients. With nationally ranked outcomes for colorectal cancer treatment and the most board-certified colorectal surgeons in Greater Baton Rouge, we deliver the expertise, resources and compassionate care you need to fight cancer. That’s why we’re the region’s leading cancer treatment destination. That’s why it all counts here. Learn more at ololrmc.com/cancer.

Asif Talukder, MD, Colon and Rectal Surgery

AI and the law: A guide for smart business integration

IT’S NO SECRET that businesses across nearly every sector of the economy are increasingly integrating AI into their operations. But with innovation comes risk—and legal complexity. To better understand the potential pitfalls of AI use in business, Business Report turned to Lana Crump, a partner at Kean Miller who helped craft the policy that sets guardrails for the technology’s use in the firm’s practice—navigating such issues as confidentiality, copyrights and intellectual property. Here’s what she has to say about building a responsible AI strategy.

What risks are associated with integrating AI in business operations?

There are many. The most important, I believe, are data privacy issues. AI relies on vast datasets often containing personal and sensitive information. Businesses must ensure that data used in AI systems is collected and processed lawfully, with explicit consent where necessary. Implementing robust data governance frameworks and anonymizing data can help mitigate privacy risks.

What legal considerations come into play in using AI for recruiting or hiring?

There have been legal challenges associated with algorithmic bias and accountability. What could occur is that historical data used to train AI reflects societal inequalities, which AI systems can further perpetuate. This can lead to allegations of discrimination in recruiting and hiring. To mitigate these risks, businesses should implement regular audits of their AI systems to identify and address biases.

If an organization creates something using AI—like a logo, code or marketing copy—who owns it?

Businesses need a system to address copyright and IP ownership. AI systems like ChatGPT generate creative works, but questions remain about who owns these outputs. Current copyright laws require human authorship for protection. Applicants for registration have a duty to disclose the inclusion of AI-generated content in a work submitted for registration. Ownership disputes can complicate business operations, so it is best to have contracts clarifying who has what rights among developers, users and organizations to AI-generated works.

For companies just starting to explore AI, what key legal steps do you recommend they take right away?

The focus is not just on legal questions; it is a more expansive look at your AI governance strategy. AI governance encompasses data privacy, security and responsible development and use of AI for your business. At every stage—from exploring and planning to implementing—you must have controls for storage, processing and sharing of sensitive information and personally identifiable information, as well as controls for assessing the reliability of output results.

It was a great opportunity for me to learn about myself and the instructors were interactive, impactful, relevant and thorough with their explanations.”

NYOKI MOKEBA

Manager

Performance Contractors, Inc.

The Leadership Academy was impactful! The speakers, exercises and networking opportunities surpassed my expectation and provide me the tools and strategies needed to bring back to my organization.”

BLASIA

RIVET CEO

Decision Critical

Great way to challenge yourself and become a more effective leader.”

STEVEN CHUSTZ Senior Project Manager

Group Contractors, LLC

LEARN | CONNECT | GROW

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

This has been one of the best professional investments in have ever made in myself.”

BRITTANY RELLE Co-Owner Custom Security Systems, Inc.

The academy attracts a great group of area leaders with a lot of energy & real world situations & speakers that setup a great training experience.”

TIM KIMMEL Principal Providence Engineering and Environmental Group LLC

It is an invaluable experience where you get to hear, share with other leaders from a wide variety of backgrounds, personalities, and industries. We all learned from each other.”

JENNA FREDERIC Partner Hannis T. Bourgeois

Craig Stevens

CEO, Genesis 360

CRAIG STEVENS STARTED small in 2011 by offering parking lot striping services. The retired Air Force captain has since grown Genesis 360 into a one-stop shop for an array of construction, building and ground maintenance, and IT services for commercial and federal clients across the U.S. In 2023, the executive was honored as SBA Veteran Champion of the Year and his company made the Inc. 5000 list of fastest-growing companies in the U.S. He is deeply involved in the community, serving on the boards of the Mary Bird Perkins Cancer Foundation, LABI and the Joe Burrow Foundation. He’s also a graduate of Leadership Ascension, SBA’s Emerging Leaders Program and BRACs Drive Minority Business Accelerator.

PASSIONATE CAUSE

Eliminating childhood hunger. I’m a former board member of the Baton Rouge Food Bank.

PROFESSIONAL MOTTO

All things work out for my good.

DREAM DINNER COMPANIONS

Warren Buffet, to pick his brain on how to be the best management company. Jeff Bezos, on how to scale fast in the space I’m in.

STRATEGY FOR STAYING AHEAD OF DISRUPTION

Don’t just be the best at what we do, but be the only company to do what we do.

ADVICE TO MY YOUNGER SELF

Spend more time with family.

DO-OVER WISH

I wouldn’t allow myself to be pulled in so many directions.

BEST BUSINESS ADVICE RECEIVED

Be yourself. I stopped trying to emulate other businesspeople and chart my own path.

A BOOK THAT MADE A LASTING IMPRESSION

Scale: The Universal Laws of Growth, Innovation, Sustainability, and the Pace of Life in Organisms, Cities, Economies, and Companies. It taught me how to think differently.

MOST DIFFICULT

BUSINESS CHALLENGE AND HOW I OVERCAME IT

Not hiring the right leaders. I fired them.

THIS WOULD MAKE THE CAPITAL REGION A BETTER PLACE TO LIVE OR DO BUSINESS

Lower crime and a better downtown

BUCKET LIST ITEM

Go to Dubai. I’ve never been to that part of the world.

BIGGEST RISK TAKEN AND THE RESULT

Starting a business. The outcome is I’m able to be a blessing to so many people around the U.S.

MOST IMPORTANT CAREER LESSON

Grow revenue, manage costs and build a dream team.

HOW I PLAN TO TRANSFORM MY BUSINESS IN THE COMING YEAR

10X scale in revenue

MOST UNUSUAL JOB

Selling aluminum cans and Coke bottles as a kid

FIRST SET OF WHEELS

A Ford Escort. It was a stick shift.

This Q&A is extended content from the Capital Region 500, a special edition produced by Business Report that profiles the Capital Region’s most powerful and influential business leaders. Visit try.businessreport.com/capitalregion500/ for more information.

NOT MANY PEOPLE KNOW I’ve stepped foot in North Korea.

What if everything you’ve been told about “doing what you love” is only half the story? Most of us grow up hearing that the key to happiness is to follow our passion. But the real challenge is knowing how to act on it in a world that often pushes us to fit in rather than stand out. Schools, workplaces, and even well-meaning parents tend to value conformity over individuality. As a result, many of us never discover the unique activities that truly energize us—or how to turn them into a life of real impact. In the bold and hopeful book Love and Work: How to Find What You Love, Love What You Do, and Do It for the Rest of Your Life, author Marcus Buckingham reveals a new path forward. Readers discover how to uncover their real loves—not vague dreams or surface passions, but the specific, repeatable activities that light you up—and how to bring more of them into your life. Along the way, you’ll learn to spot the loves of those around you, too—and help them thrive. The result? More joy, more contribution and more meaning.

LABOR OF

CELEBRATING 400,000 BIRTHS

More than just a milestone—it’s a reflection of the trust and care that have defined every delivery since 1968. From preparing for arrival day to welcoming home your bundle of joy, we offer support at every step of your journey. Thanks to our incredible team, world class physicians and state-of-the-art facility, you and your baby receive compassionate care before, during, and after delivery.

1 Key to Success

“We’re taking a waste product as our feedstock and turning it into something valuable.”

William McGehee

ENCORE CO2

What they do:

Capture carbon dioxide and convert it into ethanol

Address: 1624 Wyoming Street Baton Rouge

IN 2022, TIN ROOF BREWERY founder William McGehee was exercising at Iron Tribe Fitness in Mid City when workout friend and LSU chemical engineering professor John Flake approached him about a business idea.

Flake wondered if McGehee had ever thought about capturing carbon dioxide, a beer fermentation byproduct, and converting it into ethanol. The educator had developed a technology to do so, and suggested they join forces.

McGehee was intrigued, later selling his interest in Tin Roof to focus exclusively on a play the new partners named Encore CO2.

Along the way, McGehee and Flake pulled in Jordan Losavio, an engineer they also knew from Iron Tribe whom Flake described as his all-time top chemical engineering student. The company specializes in commercializing CO2 clean energy capture to create a variety of potential products.

The partners successfully secured a coveted National Science Foundation Small Business Innovation Research grant, as well as proof of concept funding from Future Use of Energy in Louisiana, or FUEL, the statewide initiative led by LSU to promote clean energy research and ventures.

Those successes belie a tedious, “bootstrap”

learning curve, McGehee says. “It took us a really long time to kind of navigate, ‘How do we do this?’

But we realized along the way, ‘OK, there’s something here.’”

Encore CO2’s process, referred to as electrolysis technology, turns CO2 into ethanol, which can then be distilled or converted to a variety of uses, such as consumable alcohol for the purpose of producing hard seltzer, McGehee says.

There are potential large-scale pharmaceutical and polymer uses, as well. The company’s current focus is to refine the proof of concept for investors who could help scale the technology, capable of producing not just ethanol, but ethylene, acetate and carbon monoxide.

The current political climate might have dulled the luster of green energy branding, but it also might yield opportunities for the domestic production of potentially tariffed raw materials, McGehee says.

In June, Encore CO2 took first place in the open track of the inaugural Nexus Technology Cup while also earning the Most Innovative Award.

“We can do almost anything with what we make,” he says. “We’re asking, ‘What can we produce that can be integrated into other products?’”

—Maggie Heyn Richardson

From left: Encore C02 partners John Flake, Jordan Losavio and William McGehee

The Overpass Merchant

BY MAGGIE HEYN RICHARDSON PHOTOGRAPHY BY COLLIN RICHIE

Address: 2904 Perkins Road

Phone: (225) 508-4737

theoverpassmerchant.com

Cuisine: American

Owner: Hufft Marchand Hospitality

Scene: Gastropub in the Perkins Road Overpass District serving elevated bar fare, including homemade pasta, salads and weekend brunch

It has been nine years since The Overpass Merchant took over the space once occupied by storied ZeeZee Gardens in the Perkins Road Overpass District. Created by restaurateurs Nick Hufft and Lon Marchand, who also own Curbside Burgers and Gail’s Fine Ice Cream, the spot has earned a reputation for inventive cuisine served in a casual but stylish environment. Lunchtime this time of year sees lots of salad orders, Hufft says, including the Thai peanut shrimp, which pairs skewered grilled shrimp with a tangle of thinly shaved cabbage, tomatoes, peanuts, carrots and lemongrass tossed in coconut lime dressing. Salads are joined by bar favorites like burgers and cheese curds, along with pasta dishes made with Hufft Marchand’s own New Orleans-based Il Supremo boutique pasta line.

You need independent, objective and unbiased financial advice from an experienced team of financial advisors whom you can trust. We help clients build, manage, preserve and efficiently transfer their wealth.

Financial professionals at Wells Fargo Advisors Financial Network will take the time to understand your current financial situation, goals and dreams. Together we have over 120 years of industry experience servicing the complex financial needs of high net worth clients.

From left to right: James A. Poche III, CIMA, Senior Financial Advisior; Shaun A. Burns, CFP, MBA, Senior Financial Advisior, Senior PIM Manger; Kevin Knobloch, CFP, MBA, MS in Accounting & Finance, CRPC, CIMA, ChFC, CPWA, CAP, CLU Senior Financial Advisior; Breaux Nader, CFP,® Senior Financial Advisior, Senior PIM Manger; Brandon Hurley, MBA, Senior Financial Advisior

PRESENTS: LOUISIANA

BEST PLACES TO WORK AWARDS

Doors open at 7:00 AM Starts at 8:00 AM (ticket required)

PRESENTED IN PARTNERSHIP WITH:

your tickets TODAY!

TWO EVENTS

Crowne Plaza Hotel • Baton Rouge, LA

TOP 100 LUNCHEON

Doors open at 11:15 AM Starts at 11:45 AM (ticket required)

KEYNOTE SPEAKER:

DR. LOREN SCOTT ECONOMIST

The accurate and irreverent Dr. Scott will unveil his economic forecast for 2026 and 2027 for Louisiana and the Capital Region.

IN THE

TILT SPANISH MOON

PHOTOGRAPHY BY TIM MUELLER

Cost: Not disclosed

Architect: DNA Workshop

Contractor: Charles Carter Construction

Completed: October 2024, though final tweaks remain in the works

PRESERVING THE SPIRIT

of the century-old Spanish Moon was just as important as renovating the space for the team at Tilt, the Baton Rouge creative studio that has transformed the former music venue into its new headquarters.

From salvaged stained glass to framed bathroom graffiti, the company approached the project with a deep respect for the building’s legacy—even as it modernized it to reflect a creative vision.

Tilt officially moved into the 5,500-square-foot space at 1109 Highland Road this spring, more than two years after partners Scott

Hodgin, Lonnie Carnaggio and Brendan Bayard purchased the vacant building.

Once a beloved nightlife spot, Spanish Moon closed during the COVID-19 pandemic. Hodgin saw the potential in the property’s bones and closed on it in late 2022, beginning a careful restoration with local architecture firm DNA Workshop and builder Charles Carter.

Inside, much of the building is brand new—plumbing, electrical, HVAC, windows and roof—but historic elements were deliberately preserved and celebrated.

“We kept the beams, the wood

floors, the brick walls,” Carnaggio says. “It’s all part of the building’s story.”

Some of the most distinctive touches nod directly to the venue’s past: stained glass panels— including some unearthed behind an old refrigerator—have been backlit and reinstalled, and graffiti from the old restrooms has been carefully framed and rehung.

There’s even a chandelier made from an old drum set in the works. Stage lighting remains as a tribute to its concert legacy.

Tilt, founded in 2005 and known for its coast-to-coast branding and packaging work with clients like Blue Plate Mayonnaise, Curbside and Bayou Teche Brewing, sees the move as a statement of permanence.

“We wanted to let people know we’re planting our roots in Baton Rouge,” Carnaggio says. “We’ve been here, and we’re staying.”

Located in the Old South Baton Rouge Historic District, the building qualified for state tax credits—key to making the redevelopment feasible.

Tilt’s new home serves not just as an office, but as a bridge between Baton Rouge’s creative future and its storied past.

FIRST-CLASS TRAVELS THE BRITISH VIRGIN ISLANDS

As a child, Hannis T. Bourgeois partner Derek Foret grew up visiting the Caribbean and the Yucatan of Mexico. To him, the one place that stood out above all was the British Virgin Islands. The destination is a rich and diverse archipelago of more than 30 individual islands surrounded by immaculate white beaches and sapphire-toned waters, many of which can be visited and explored. “I would choose the British Virgin Islands day in and day out,” Foret says. “It’s just hard to compete with the water, activities and people, compared to all of the other beach vacation destinations.”

WHAT TO DO

Map out the islands that you really want to hit and make decisions on others that you might be able to fit in. I would start with the following, in no particular order: Jost Van Dyke, Virgin Gorda, Tortola. Saba Rock (pictured) is always fun: It’s a small island with an amazing bar and restaurant. You can also often spot some large tarpon making laps around the island. If you have time, I also would bump around to Norman Island, Scrub Island, and even Anegada (the flat island).

WHERE TO STAY

A boat is the only way to go when it comes to lodging. It offers the best views and has no limits. You can hop from island to island or stay put for a period of time. There are various types, ages and sizes. We generally go for a newer 52-foot power catamaran as opposed to a sailboat. The “Power Cat” comes equipped with four state rooms and a captain’s nook. The Moorings is a great rental company with a full-service marina.

WHERE TO EAT

Lobster dinner on the beach at Anegada (pictured). We like to soak up every minute of boat and beach life while there. Taking showers on a limited water supply and getting dressed is not the name of the game. Therefore, my favorite restaurant is the barbecue pit on the top deck of the boat. No dress code and no reservations. We generally try to ship a few things from home, cook and enjoy the company. The Moorings will stock groceries on your boat; there is also an option for a chef on the boat.

NOT TO BE MISSED

You cannot go down there without at least stopping by William Thornton’s (Willy T’s). It’s a large ship off of Norman Island that offers a floating bar and grill. You can drive your dingy right up to the side, but be prepared as it can get a little out of hand at times. The Baths at Virgin Gorda (pictured) is also a must see.

SURVEY SAYS

What real leaders bring

What’s the one quality every great leader needs? We asked some of Louisiana’s top execs, and let’s just say no two answers were the same. Some say it’s heart. Others swear by vision, curiosity or the ability to actually listen. Turns out, leadership isn’t one-size-fits-all, but the best leaders do have that certain something that makes people want to follow. From gut instincts to grit, here’s what they say truly sets standout leaders apart.

“The ability to craft and sell a vision. It is as simple as the old adage that without vision the people perish. You are responsible

for

energizing the people who follow you.”

ADAM BEARY, president and CEO, Bear Process Safety

“Listening more than you speak and being present in every interaction. There is always something to learn if we are paying attention.”

BEN CAVIN, president and CEO, Landmark Bank

“I believe the most important quality for a leader is curiosity. Curiosity is the spark that ignites innovation and connection. A leader who asks ‘why’ and ‘what if’ not only discovers new possibilities but also inspires their team to explore uncharted territory with them.”

ADRIAN OWEN JONES, partner, Success Labs

“A leader’s most important quality is the ability to listen. It’s absolutely impossible to develop an understanding of a problem without listening. It’s also impossible to build a team to create a solution without knowing the relative strengths of the team; knowledge developed through listening.

DENNIS

BLUNT, vice-managing partner in Baton Rouge, Phelps Dunbar

“Integrity. No matter how talented you might be in your area of expertise, at the end of the day you need a team to be successful. And if your people don’t trust you, they will not follow. And a leader without followers is just a man or woman taking a stroll.”

E.J. KUIPER, president, Franciscan Missionaries of Our Lady Health System

“Resilience. Leadership isn’t for the faint of heart. Effective leaders give credit to their team for successes while shouldering responsibility for setbacks. Resilience enables a leader to remain strong, focused and driven toward the ultimate goals despite challenges and failures. It allows them to learn from difficulties and keep moving forward.”

JANE G. VERRET, president and CEO, Campus Federal Credit Union

“Heart. You can have the skills and the drive, but without heart, you’ll always fall short of your purpose.”

CHRISTEN CAMPBELL, senior director of NA energy/site development/utilities, BASF “Discernment. Discernment is the foundation for strategic and empathetic leadership. Leaders must be able to effectively analyze a situation, adapt to its challenges and make an informed decision while anticipating the potential consequences.”

“Optimism—an unwavering belief that your efforts will positively impact others because of the work of a talented team that is laser focused on the mission and fully bought into the vision of a more prosperous Louisiana.”

KIM HUNTER REED, commissioner of higher education, Louisiana Board of Regents

“There is no substitute for authenticity. It is the foundation for trust, collaboration, motivation and the many other ingredients that go into success.”

MATT

LEE, interim president, LSU

“Emotional intelligence. It’s most important to me because it can’t be taught. It’s that gut instinct of knowing when to push, knowing when to pull. It’s walking into a room and instantly knowing the tone. It’s understanding team members, where they’re coming from and what they have going on in their lives and then using that to make the best decisions and have the most productive conversations.”

HUNTER TERRITO, president and owner, Xdesign

ERIN MONROE, market vice president/Greater Louisiana, Cox Communications

“Purpose. Without a strong and authentic purpose, a leader lacks direction. And people don’t buy what you do, they buy why you do it.”

SETH

IRBY, chief strategy officer and senior vice president, LWCC

ON A MISSION

QiMana’s origin story starts with a conversation. In 2021, Chris Meaux sat down with Business Report founder Rolfe McCollister to talk big ideas—and QiMana was born. The goal? “Revolutionizing entrepreneurship.” The platform blends artificial intelligence with real human mentorship to give founders a fighting chance. “With QiMana, we’re not just launching a product, we’re introducing a new way for small business owners and entrepreneurs to thrive,” Meaux says.

EVOLUTION OF AN IDEA QiMana

WHAT IF YOU could bottle entrepreneurial wisdom—the real, gritty, hard-won kind—and make it available to anyone with a business idea and the guts to try? That’s the concept behind QiMana, a new venture from Waitr founder Chris Meaux. This isn’t your typical startup playbook. It’s part mentorship, part machine learning, and 100% focused on helping the next generation of founders go from idea to impact.

QiMana’s flagship platform, Solomon, merges high-tech tools with human insight to guide entrepreneurs at every step of the journey. Meaux calls it a new way for entrepreneurs to thrive—and he’s serious about shaking up the system.

FEEL, NOT SPIEL

Don’t expect buzzwords and boardroom clichés. QiMana’s philosophy is “feel, not spiel”—real conversations, hard truths and practical advice designed to actually apply to a user’s situation. That’s where Solomon shines: Emotional intelligence meets strategic expertise.

WHAT’S IN A NAME?

QiMana fuses two powerful ideas: “Qi,” meaning inner energy, and “Mana,” the force of external influence. Together, they represent the fire within and the wind at your back. It’s a nod to the internal drive and external support needed to build something that lasts.

NAPKIN TO NASDAQ

That’s the dream—and the framework. QiMana’s “Napkin-toNasdaq” road map is a structured system for guiding founders from idea validation to exit strategy. Whether users are just scribbling ideas at a coffee shop or scaling for investors, the platform gives stepby-step support through AI tools, mentorship and experiential learning.

Why it matters

Most startups don’t make it. Meaux wants to change that. QiMana offers personalized support, curated resources and real-time decision-making tools to improve long-term success rates—without requiring founders to land a spot in an elite accelerator.

YOUR MENTOR’S MENTOR

The QiMana platform taps into a global network of investors, entrepreneurs and experts, delivering insights through both virtual and in-person interactions. “By combining the wisdom of seasoned mentors with cuttingedge AI technology, QiMana aims to democratize access to mentorship and strategic guidance,” Meaux says.

Pala 48

Pala President and CEO Scott Barringer

The road to the rankings

BUSINESS REPORT’S annual Top 100 Private Companies list gets its start with a little spring hustle.

We kick off the process by reaching out to companies featured in recent years, as well as others flagged by readers or identified through our own research as potential contenders. We also post a call for submissions on our websites, inviting companies to share their info.

From there, we follow up with emails, phone calls and additional research to confirm the data. In some cases, we also look at industry reports and business databases to help us make informed

estimates when exact numbers aren’t available. Some companies prefer not to share their revenue. When that happens, we use public records and reliable sources to come up with reasonable estimates—which we indicate in the footnotes.

The final rankings are based on reported or estimated revenue from the most recently completed fiscal year, which for most companies means calendar year 2024.

If your company would like to be considered for next year’s list, just drop us a line at research@ businessreport.com

Top 100 private companies

5 6 M M R Group Inc. 15961 Airline Highway, Baton Rouge 70817 225-756-5090 | mmrgrp.com

6 N R LE M O I N E 1200 Brick yard Lane, Suite 300, Baton Rouge 70802 225-383-3710 | 1lemoine.com

7 8 The New tron Group LLC 8183 W. El Cajon Drive, Baton Rouge 70815 225-927-8921 | thenew trongroup.com

8 7 Lipsey's LLC 7277 Exchequer Drive, Baton

Researched by Emma James-Wilson

The Fast Climbers Club

Top 100 private companies

ACTIVITY. With numerous chemical plants and other facilities, St. Gabriel is the starting point for a wide variety of products that are critical to the everyday lives of people around the globe. We are positioned perfectly off the I-10 corridor with enough green space for expansion and continued growth for the industries that keep our community moving.

“You better be innovative, or you’ll be in the buggy whip manufacturing business someday and you won’t even know you’re heading there.”

KRISTIN WALL, president and CEO, LWCC

Top 100: The trajectory

In a year defined by economic recalibration—cooling inflation, slower but steady growth, and a job market still grappling with talent mismatches—the revenue swings among the Top 100 Private Companies were less extreme in 2024 but still telling. Seventy-five companies posted a revenue gain, a rebound from last year’s drop to 57. The average gain, however, fell to 29.43% from last year’s five-year record of 40.89%, suggesting that while growth remains strong, it has begun to normalize. Meanwhile, 22 companies reported revenue declines, down from 38 a year ago, with an average loss of 8.73%—a marked improvement over 2023’s steeper drop.

Top 100 private companies

40 YEARS STRONG, AND WE’RE JUST GETTING STARTED.

Since 1985, Moore Industries has been a trusted construction and maintenance partner to some of the largest corporations in the world. Our 40 year journey reﬂects the dedication of our people and the strength of our partnerships. We are grateful to our clients for placing their trust in us to deliver their projects. We are excited to continue our journey of building a legacy of purpose, passion, and perseverance.

ACHIEVE MORE. BE MOORE.

A CLOSER LOOK

Community Coffee

DON KADAIR

Founded in Baton Rouge in 1919, Community Coffee has grown into one of the most recognizable brands in Louisiana—and beyond. Still family owned after more than a century, the company operates one of the region’s largest roasting, distribution and corporate facilities, in Port Allen. Community supplies coffee to restaurants, convenience stores, grocery chains and offices across the country, while maintaining a strong retail presence on local shelves. The company has weathered economic shifts, changing consumer preferences and evolving supply chains while continuing to invest in technology and product development. Despite its national footprint, Community Coffee remains closely tied to its Louisiana roots, with much of its leadership and workforce based in the Capital Region.

PHOTOGRAPHY BY

Power in numbers

These

Small but mighty

Top 100 private companies

True Blue

Top 100 private companies

Researched by Emma James-Wilson

“Nothing ever happens unless someone pursues a vision fanatically.”

TODD GRAVES, owner and founder, Raising

Cane’s

She’s leading

On the national stage, women are finally breaking through, occupying around 29% of C-suite roles, up from just 17% in 2015. At the same time, CEOs at major U.S. firms are out-earning male peers, with median pay hitting $16.4 million in 2024. Even so, women earn only $0.83 for every dollar men do across the broader workforce. In the Capital Region, the number of women in the highest local executive positions at the Top 100 Private Companies continues to inch up, with 12 this year—two more than last year. Meet them:

No. 8 — Lipsey’s Chair and CEO Laurie Lipsey Aronson No. 18 — Keller Williams Realty Red Stick Partners co-owner Johnette Champagne No. 23 — LWCC President and CEO Kristin Wall No. 30 — Hollingsworth Richards Automotive Group partner Polly Richards Lemoine No. 31 — The Spine Hospital of Louisiana President and CEO Terri L. Hicks No. 66 — DAA Media + Marketing CEO Nancy Steiner and COO Brittany Sadlouskos No. 67 — Savard Labor & Marine Inc. CEO Jill Savard No. 70 — Darren James & Associates Inc. owner Jennifer James No. 78 — Surgical Specialty Center of Baton Rouge CEO Ann Lightfoot Heine No. 91 — Kleinpeter Farms Dairy President and CEO Sue Anne K. Cox No. 92 — Amelia Fine Homes broker and owner Gloria S. Carter

Top 100 private companies

James-Wilson

Laurie Lipsey Aronson

Terri L. Hicks

A CLOSER LOOK

Level Homes

Level Homes has steadily expanded its footprint across south Louisiana and into North Carolina. Launched in 2000, the company focuses on master-planned communities and move-in-ready homes, catering to a wide range of buyers. From engineering and permitting to construction and customer service, Level manages much of the process in-house, allowing for efficiency and quality control. Its local developments include neighborhoods in Ascension, Livingston and East Baton Rouge parishes. In recent years, Level Homes has increased its output and grown its team, taking advantage of strong demand in the Southern housing market while navigating supply chain constraints and rising construction costs.

PHOTOGRAPHY BY DON KADAIR

The golden oldies

Top 100 private companies

THE PREFERRED CIVIL SERVICE PROVIDER

FOR HEAVY CIVIL TURNKEY SITE DEVELOPMENT NEEDS.

SERVICES

HEAVY CIVIL CONSTRUCTION | MATERIAL SUPPLY

MARINE CONSTRUCTION | TRANSPORTATION + LOGISTICS

MARINE CONSTRUCTION TRANSPORTATION + LOGISTICS

BUILDING BETTER PEOPLE AND PROJECTS FROM THE GROUND UP

Vital Signs

Top 100 private companies

76 65 Barber Brothers Contracting Co. 2636 Dougher t y Drive, Baton Rouge 70805 225-355-5611 | barber-brothers.com

Neurosurgeon

Charles R. Bowie, M.D.

Gregory L. Fautheree, M.D.

Brandon Gaynor, M.D.

Horace L. Mitchell, M.D.

Eric K. Oberlander, M.D.

Kelly J. Scrantz, M.D.

Richard A. Stanger, M.D.

Paul J. Waguespack, M.D.

Hospital Partnership

Our Lady of the Lake NeuroPsychology

Jessica L. Brown, PhD, MP

Brooke B. Cole, PhD

Paul M. Dammers, PhD, MP

Pain PM&R

William J. Graugnard, M.D.

John E. Nyboer, M.D.

Scott D. Nyboer, M.D.

Samir K. Patel, M.D.

Jake Trahan, M.D.

Orthopedic Spine

C. Chambliss Harrod, M.D.

Kevin P. McCarthy, M.D.

Neurologist

Gerald J. Calegan, M.D.

Dariusz W. Gawronksi, M.D.

Benjamin G. Kidder, M.D.

Jon D. Olson, M.D.

Kuldeep V. Patel, M.D.

Rebecca E. Whiddon, M.D.

Terri Hicks, President & CEO

On behalf of all of us at the Spine Hospital of Louisiana, I want to extend our deepest gratitude to our community for placing your trust in our care. It is truly an honor to serve your healthcare needs, and we take that responsibility with the utmost dedication and pride. Our skilled physicians, compassionate clinical staff, and committed employees work tirelessly to provide you with the highest standard of care. Your confidence in us inspires and drives our mission of improving lives through exceptional healthcare. Thank you for allowing us to be a part of your journey. We look forward to continuing to serve and support this wonderful community for years to come.

“A powerful, empowering culture where people can succeed, where people can grow, is the surest, safest route to organizational success.”

STEPHEN TOUPS, CEO, Turner Industries

Researched by Emma James-Wilson

DRAFT PORTS

UNLOCKING TRADE POTENTIAL

RE PORT LOUISIANA’S DEEP

STRATEGIC PARTNERSHIPS CAN LEAD TO MARITIME SUCCESS. A recent report, commissioned by Louisiana’s five deep draft ports and titled “Lower Mississippi River Commodity Analysis,” provides important insights on enhancing trade along one of the world’s most important waterways.

STRATEGIC MARITIME PARTNERSHIPS, innovative initiatives, and a focus on emerging markets are key components of a plan for success in Louisiana’s maritime sector. “This report validates the direction our port has been going in,” said Jay Hardman, executive director

of the Port of Greater Baton Rouge, “and points to more opportunities that can be pursued.”

POTENTIAL GROWTH MARKETS IDENTIFIED FOR LOUISIANA PORTS include biofuels, LNG, wood pellets, cement, fertilizers, and container shipments. Ports working together in strategic partnerships were also encouraged. Hardman pointed to the successful partnership between Baton Rouge and Port NOLA in moving container shipments from the capital city to New Orleans for export as a prime example of how that cooperation can lead to success for Louisiana ports and their customers.

“By working together,” said Hardman, “we’re not just moving cargo—we’re building Louisiana’s economic future, one shipment at a time.”

A CLOSER LOOK

Lyons Specialty Company

Lyons Specialty Company operates largely behind the scenes—but plays a central role in keeping convenience stores across Louisiana and the Gulf South stocked with everyday items. Headquartered in Baton Rouge, the third-generation company has been distributing snacks, beverages, tobacco products and general merchandise since 1955. Its customer base ranges from small independent stores to regional chains, with a focus on fast turnaround and tailored service. The company runs a sizable warehouse and delivery operation, coordinating logistics to meet the needs of a retail market that demands speed and reliability. As buying habits and product offerings evolve, Lyons continues to adapt its operations while maintaining long-standing relationships in a competitive sector.

PHOTOGRAPHY BY DON KADAIR

Who provides your BUSINESS INTELLIGENCE?

MARKET RESEARCH • CEO INFO • COMPANY DATA

Get the region’s most complete market data from the most reliable source there is: the companies themselves. Tap into the BUSINESS REPORT DATA CENTER for verified first-party intelligence. All in one place. Only from Business Report.

Because we asked for yours …

Melara Enterprises publishes Business Report, 225, inRegister and 10/12 Industry Report; the Daily Report AM and PM e-newsletters; as well as a variety of other online and contract publications. It also operates Studio E and the Business Report Leadership Academy. In 2024, Melara Enterprises’ total revenue was $11,791,498, up 8.41% from $10,876,285 in 2023. As of June 2025, the company had 58 full-time employees, all working in Baton Rouge at the corporate headquarters on Jefferson Highway. Julio Melara is chair of Melara Enterprises.

Top 100 private companies

BUILT TO BE HERE.

You’re built to something different, Baton Rouge. A secret blend of fortitude and flavor. Of small acts of kindness and big heart. The kind of stuff that compels you to roll up your sleeves in times of need and let down your hair when it’s time to celebrate. That keeps its nose to the grindstone, but always remembers to look up and return a smile. You're built of family and Friday night lights. Perseverance and porch hangs. You're built of Louisiana, and Louisiana was built to last.

We know what you’re made of, because we’re made of it, too.

Power players past

The top five companies from our Top 100 lists 1, 5, 10 and 20 years ago and their chart-topping revenue.

billion

Breaking it down

TONY ZANDERS

PRESIDENT AND CEO, NEXUS LOUISIANA FOUNDER AND CEO, SKILLTYPE

TOPIC OF DISCUSSION

IGNITING LOUISIANA’S TECH REVOLUTION

WHY LOUISIANA CAN LEAD!

BUILDING A BOLD TECH CULTURE

HOW TO BE A TECHFORWARD COMPANY

Top 3 by industry

How

Protecting Personnel From Falls?

Did You Know?

Noteworthy facts and figures from the Capital Region’s top companies

Where are they now?

Issue Date: July 2025 Ad proof #2

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

Wondering why some longtime Top 100 Private Companies are no longer on the list? Latter & Blum was acquired by Compass and is now publicly traded. Dream Motor Group is now incorporated in Florida. And BBQGuys is owned by New York-based Brand Velocity Partners.

• AD WILL RUN AS IS unless approval or final revisions are received within 24 hrs from receipt of this proof. A shorter timeframe will apply for tight deadlines.

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

Carefully check this ad for: CORRECT

Grow, grow, grow

Though ranked at No. 49 for revenue, Grace Hebert Curtis Architects—now monikered simply as Grace—is No. 3 among Top 100 Private Companies for revenue growth, at 201.15%. Just three years ago, Bernhard Capital Partners bought an undisclosed stake in the firm, and it has been on a rapid growth trajectory since, acquiring seven firms across multiple states to power a dedicated architecture, engineering and construction (AEC) platform. Right behind it at No. 4 is fellow BCP portfolio company Lemoine.

118

Number of new restaurants

Raising Cane’s opened across the U.S. in 2024—exceeding a goal of 100 and setting a record for the fast-growing company. Though ranked at No. 2 among Top 100 Private Companies for revenue, the One Love concept far and away dominates the No. 1 position for total employees, at 60,000.

Connections

Gonzales headquartered REV (No. 42) is part of the Louisiana Local Fiber Consortium, partnering with Swyft Fiber and T-Mobile to bring high-speed internet access to Louisiana. Some $450 million is being invested through the federal Broadband Equity Access and Deployment Program to close the digital divide.

75

Issue Date: July 2025 Ad proof #3

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

Number of years Associated Grocers (No. 9) has been in business. It marks its anniversary year with a refreshed executive team and the ascent of a new president and CEO—David Politz. He’s known for leading the development and implementation of critical systems required to support the company’s retail members.

ASSOCIATEDGROCERS

• AD WILL RUN AS IS unless approval or final revisions are received within 24 hrs from receipt of this proof. A shorter timeframe will apply for tight deadlines.

• Additional revisions must be requested and may be subject to

EBR SCHOOL SYSTEM

is on

THE RISE

DARE TO DARE TO

Inspire Inspire Inspire

THE NEXT GENERATION! THE NEXT GENERATION!

COME JOIN OUR TEAM OF LEADERS AND FOR CAREER OPPPORTUNITIES Scan

Parish power players

FROM GLOBAL manufacturers to local school districts, the major employers across the Capital Region reflect a diverse economic base. This snapshot highlights the top employers in each parish—public and private—based on the most recent available data. While some names are household staples and

ASCENSION PARISH

others anchor regional industries, all play a significant role in driving jobs, investment and growth in their communities. Note that all reported data was sourced from public records and parish chambers of commerce. Estimates are derived from previously reported numbers and projected industry growth trends.

EAST BATON ROUGE PARISH

EAST FELICIANA PARISH

Issue Date: July 2025 Ad proof #4

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

Lady of the Lake Ascension

• AD WILL RUN AS IS unless approval or final revisions are received within 24 hrs from receipt of this proof. A shorter timeframe will apply for tight deadlines.

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

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

The mission of the Greater Pointe Coupee Chamber of Commerce is to represent the common interest of business and the community, while responsibly promoting economic development and improving the quality of life vital for the future growth and prosperity of Pointe Coupee Parish.

DINING | BOUTIQUE SHOPPING | HOSTING

New Roads is a great place to hold board retreats, small conferences and meetings (30 people), receptions and events.

UPCOMING EVENTS

• JULY 4 ON FALSE RIVER IN NEW ROADS Boat Parade and Golf Cart parade, fireworks at 9pm, live music

• AUGUST 14

Reaching for the Stars at the Greater Pointe Coupee Chamber of Commerce Annual Social

• LABOR DAY WEEKEND: Fun on False River

• OCTOBER 26: Boo & Brew 3:00 p.m - 6:00 p.m.

• OCTOBER 31-NOVEMBER 2: Harvest Festival on False River

• NOVEMBER 21-23: Holiday Market at the Mill

SCAN TO LEARN MORE

PARISH

LIVINGSTON PARISH

POINTE COUPEE PARISH

•

ST. HELENA PARISH

WEST BATON ROUGE PARISH

WEST FELICIANA PARISH

•

TO DRIVE DIGITAL GOVERNMENT TRANSFORMATION, CONNECTED TECHNOLOGY IS A MUST

When it comes to the operations of modern-day government, it’s about more than connecting residents and businesses to state and local services. It’s also about forging connections across agencies and departments so that everyone, government personnel included, has a more seamless, positive government experience.

Yet when there are hundreds of government departments and agencies, it can be difficult to streamline resources and service delivery in a way that serves everyone. (Louisiana alone has 4.5 million residents and more than 69,000 state employees.)

So in a quickly evolving, technology-dependent world, how can state and local governments continue to foster resident engagement and interagency collaboration without sacrificing productivity or affordability?

“It helps to collaborate with the right partner,” says Jason Stelzer, general manager for Tyler Technologies in Louisiana.

Louisiana has long strived to build a stronger and more connected digital government ecosystem to better serve its residents. Since 2015, Tyler Technologies has been a strategic partner in helping the State of Louisiana achieve this goal. “Tyler is on a mission to equip communities with technology that connects data, people and

processes across departments and geographic boundaries,” Stelzer explains.

As the largest software company solely focused on the public sector, Tyler’s extensive suite of products is configurable to meet each government’s unique needs.

In Louisiana, where Tyler’s Baton Rougebased team partners with about 30 state government agencies, this means digital systems that work together instead of in silos, optimized resident access to government services and a boost in citizen engagement.

Take the state’s Get A Game Plan app, built using Tyler’s Resident Engagement Platform, as one example: the app played a pivotal role in proactive community preparedness ahead of Hurricane Francine in 2024, providing plan-ahead resources, real-time emergency alerts and home damage mitigation tips. The app received 14,592 downloads within the first month of its launch.

“Louisiana isn’t the only state seeing this success through strategic partnership with Tyler,” notes Stelzer. Success has also been seen in West Virginia, which leveraged Tyler’s Resident Engagement Platform to launch a one-stop-shop mobile app for vehicle registration and driver’s license renewals. “This enabled West Virginia to optimize department resources while meeting custom-

ers where they are,” Stelzer says.

A Wisconsin county parks and recreation department provides another example, he points out. “Tyler’s AI-powered Priority Based Budgeting solution helped the department shift a range of programs to feebased models and implement cost-sharing approaches,” Stelzer explains. “This enabled the department to render its programs 100-percent self-sustaining and allowed the county to reallocate general fund resources to other priorities.”

The bottom line? “Government can be more streamlined, and residents are equipped to have a more positive government experience, when digital government systems are built to talk to each other,” says Stelzer.

Empowering states across the country to meet the needs of their communities requires a combination of deep expertise, a proven track record of improving the resident experience, and a broad portfolio of seamless and intuitive solutions. When it comes to connected states for connected communities, Tyler is the one partner who can do it all.

To learn more about what Tyler is doing to empower people through technology in Louisiana, visit tylertech.com/louisiana.

Nonprofit organizations

1 1 Our Lady of the Lake Health 5000 Hennessy Blvd., Baton Rouge 70808 225-765-6565 | ololrmc.com

2 2 Woman's Hospital Foundation 100 Woman's Way, Baton Rouge 70817 225-927-1300 | womans.org

3 26 Baton Rouge General 3600 Florida Blvd., Baton Rouge 70806 225-387-7000 | brgeneral.org

4 N R Ochsner Physicians 10310 The Grove Blvd., Baton Rouge 70836 225-761-5200 | ochsner.org/doctors

5 3 Provident Resources Group Inc. 5565 Bankers Ave., Baton Rouge 70808 225-766-3977 | provident.org

6 4 Franciscan Missionaries of Our Lady Health System Inc. 4200 Essen Lane, Baton Rouge 70809 225-923-2701 | fmolhs.org

7 5 Dixie Electric Membership Corp. 16262 Wax Road, Greenwell Springs 70739 225-261-1221 | demco.org

8 9 Mary Bird Perkins Cancer Center 4950 Essen Lane, Baton Rouge 70809 225-767-0847 | mar ybird.org

9 8 General Health System 3600 Florida Blvd., Baton Rouge 70806 225-381-6464 | brgeneral.org

10 6 LS U Foundation 3796 Nicholson Drive, Baton Rouge 70802 225-578-3811 | lsufoundation.org

and

Bryan Wesley, President of CIAC

We’re from Louisiana We’re for Louisiana

Building a stronger grid and a brighter

future

Entergy has served Louisiana for 100 years. Now, we’re strengthening our commitment to the next generation and reinforcing the grid for our home state.

That means upgrading infrastructure and strengthening 70,000 utility poles to withstand stronger storms and reduce outages. We’re also adding more sustainable and reliable power generation to fuel our growing communities. This keeps costs down, which keeps our rates below the national average. Entergy’s team is also partnering with state and local leadership to help attract industry to create 100,000 new jobs in Louisiana.

Our employees are committed to making Louisiana better because this is our home, too.

entergy-louisiana.com/resiliency

Top Louisiana public companies

7 18 Origin Bancorp Inc.

S. Ser vice Road E., Ruston 71270 318-242-7500 | origin.bank

8 8 Amerisafe Inc. 2301 U.S. 190 West, Deridder 70634 337-463-9052 | amerisafe.com

Issue Date: July 2025 Ad proof #2

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

• AD WILL RUN AS IS unless approval or final revisions are received within 24 hrs from receipt of this proof. A shorter timeframe will apply for tight deadlines.

D B A-doing business as N A-not available N R-not ranked The Business Report presumes the provided information is accurate. Estimates are based on publicly available information and 2024 submitted data. Information about all firms that qualified will be available to subscribers on our website. To be considered for next year's list, please contact research@businessrepor t.com. Published July 1, 2025.

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

Discover Summer in Zachary, Louisiana!

Where Adventure Meets Small-Town Charm

Whether you're chasing the thrill of water sports, perfecting your golf swing, exploring historic streets, or dancing under hot air balloons, Zachary is your summer destination for unforgettable experiences.

Dine Like a Local

• South Plains Food Company Patio dining + live music

• Asian Pearl Beloved family-run staple

• LeBlanc’s Serving up Louisiana comfort food since 1978

• Cajun Catch, Hot Tails, and more!

Make

Splash at Bennett’s Boat & Ski

World-renowned water ski & wakeboard school for kids & adults. Home of the Annual LA Night Jam—held each summer—where elite skiers from around the world compete, with live music, food trucks, and family fun for all!

us for the 3rd Annual Zachary Really Hot Air Balloon Festival!

8 – 9 | 4 - 9:30PM BREC’s Zachary Community Park, 20055 Old Scenic Hwy, Zachary, LA.

ENTRY FOR ALL*

Home Bank Merchant Services are a lifeline for businesses like yours, ensuring smooth and secure payment transactions and so much more. Track your inventory, run reports, manage employees, and reconcile tips and commissions so you can get back to what you do best. It’s like having a trusty sidekick.

Good for Business. Good for Life.

Top Louisiana public companies

research@businessrepor t.com. Published July 1, 2025.

•

As of May 16, 2025. Former president and C E O

• Additional

of May 16, 2025

QUALITY & EXCELLENCE A SHARED COMMITMENT BETWEEN MERCEDES-BENZ AND GW OLIVER AQUATICS

For 15 years, Guy Oliver, owner of GW Oliver Aquatics, has relied on Mercedes-Benz to power his business and personal life. What started as a search for a sporty second car has blossomed into a deep appreciation for the quality and performance that defines the Mercedes-Benz brand.

“Initially, I was just looking for a fun, weekend car,” recalls Oliver. “I reached out to Joe Agresti, the owner of the Mercedes-Benz dealership, and he introduced me to a special edition AMG S 63 Coupe. That car really sparked my love for the brand.”

Over the years, Oliver has owned a variety of Mercedes-Benz models, from sleek coupes to spacious sedans. But no matter the body style, he has been consistently impressed by the craftsmanship and driving dynamics that set the brand apart.

“When you get behind the wheel of a Mercedes, you just know you’re in a quality vehicle,” Oliver says. “The performance is incredible, but it’s the overall sense of safety and sophistication that keeps me coming back.”

Oliver’s relationship with the MercedesBenz of Baton Rouge dealership has been equally rewarding. He has worked closely with multiple sales representatives who have provided exceptional service and built a genuine rapport.

“They really go above and beyond to ensure I’m taken care of,” Oliver explains. “Whether it’s a birthday call or quickly resolving an issue, the team at Mercedes-Benz of Baton Rouge has always taken care of us.”

This level of customer service aligns perfectly with the standards Oliver upholds in his own business. As the owner of GW Oliver Aquatics, he has transformed his business from a custom homebuilder to a nationally

recognized leader in the aquatics industry.

“As we’ve grown, our customers’ expectations have skyrocketed,” Oliver says. “They receive the same platinum-level service that I receive from Mercedes-Benz.”

To meet these lofty standards, Oliver has instilled a culture of excellence throughout his organization. From the construction of complex commercial pools to residential backyard oases, every project is approached with the same meticulous attention to detail.

“We’re now building pools in Texas, Louisiana, Mississippi, Alabama, Florida and Georgia,” Oliver explains. “Just last year, we completed a project in the Superdome for

the New Orleans Saints. The level of quality and craftsmanship required for a job like that is on par with the engineering that goes into a Mercedes-Benz vehicle.”

With plans to continue growing his business across the Southeast, Oliver knows he can count on Mercedes-Benz to be there every step of the way. It’s a partnership built on a foundation of trust, quality and a relentless pursuit of excellence.

“At the end of the day, we’re both striving for the same thing – to deliver an exceptional experience to our customers,” Oliver says. “That’s what makes this relationship special.”

Guy Oliver, pictured with 2025 Mercedes-Benz GLE 450e Plug-in Hybrid

Louisiana public company CE Os

SMALL BUSINESS SUCCESS STARTS AT THE LIBRARY:

FREE RESOURCES YOU CAN’T AFFORD TO MISS

If you’re a small business owner in East Baton Rouge Parish, your next big break could start at the library. Beginning July 8, the East Baton Rouge Parish Library –partnering with The Alliance – is launching the Small Business Engine Series, a free workshop program designed to help local entrepreneurs grow, market and fund their ventures without spending a dime.

Facilitated by Stuart Gilly, CEO of The Alliance – a local nonprofit dedicated to empowering small businesses – the series offers expert-led guidance that could save participants thousands in consulting fees.

Did you know that more than half of the private-sector workforce in East Baton Rouge Parish works for small businesses? The library recognizes this critical economic ecosystem and is committed to providing accessible resources that can transform local entrepreneurship.

The inaugural “Marketing Starter Kit” workshop will bring together top local marketing experts from award-winning agencies including SASSO, TILT, ThreeSixtyEight, Gatorworks, CLB Consulting, The Day Group and Melara Enterprises. These industry professionals will provide insider knowledge

on critical pre-agency marketing strategies, while revealing free tools and resources available through the library that can help both aspiring and established business owners maximize their marketing potential.

The library’s workshop series will continue in the coming months, covering essential topics like business planning and capital acquisition. Each session features local subject matter experts who are dedicated to supporting the small business community.

“We’re not just offering workshops,” says Assistant Library Director Mary Stein. “We’re creating a collaborative platform where entrepreneurs can access expert knowledge, critical resources and networking opportunities - all at no cost.”

Upcoming workshops include:

• July 8: Marketing Starter Kit: What to Do Before You Hire an Agency

• August 12: Building Your Business Plan

• August 27: Capitalizing Your Business via Investors or Grants

Don’t miss this opportunity to invest in your business’s future. Mark your calendars, grab your library card and get ready to unlock your entrepreneurial potential. Sign up for the marketing workshop today by

scanning the QR code or visit ebrpl.com to register.

Beyond in-person events, the library offers powerful tools to support business development. One standout is Statista, a premier market and consumer data platform. With a library card, entrepreneurs gain free access to in-depth reports like Advertising and Marketing to Generation Z in the United States and TikTok Marketing—each normally retailing for $495. These reports provide valuable insight into market trends, consumer behavior and industry benchmarks that can inform real-world strategies.

Other digital tools include LinkedIn Learning and Gale Presents: Udemy, which offer on-demand courses in topics like digital advertising, financial forecasting and business management. Whether you’re learning how to boost your online presence or create a pitch deck for investors, you can do it anytime, from anywhere, for free.

Explore these and more free resources for entrepreneurs at ebrpl.com/digital-library. Whether you’re just starting out or looking to take your existing business to the next level, the library has the tools, connections and expert guidance to help you succeed.

GROWING T H E IR BUSINESS

BUILDING O UR FUTURE

LOCAL LEGACIES

Meet businesses that are driving economic growth and strengthening communities across the Capital Region.

THE BATON ROUGE CLINIC

‘WE’VE ALWAYS HAD A PATIENT FIRST PHILOSOPHY.’

“One of our retired physicians said, ‘There are four things that The Baton Rouge Clinic always has to do. We have to be accessible to our patients. We have to be affable to our patients – we’ve got to be nice to them! We have to be affordable – healthcare is so expensive these days, we have to make sure our patients don’t pay more than is necessary. And obviously, the last thing is ability. You have to be boardcertified to work here.’ Those ‘four A’s’ summarize very well the principles of our very patient-centered organization.”

‘WE ARE CONTINUING TO EXPAND IN THE STATE.’

“We’ve got a pretty large clinic now up in Monroe. We’ve got locations in Opelousas and, of course, the surrounding areas of Baton Rouge like Prairieville, Zachary, and New Roads. I think you’ll continue to see us expanding into other communities within the state where young physicians want to remain in independent practice but benefit from the support that a physician-led and physician-directed organization like ours can offer clinically, technologically, and in other ways.”

‘STABILITY BEGINS WITH A PATIENT-FIRST CULTURE.’ “Stability and years of service go hand-in-hand. Nearly 40% of our non-physician staff have been with the clinic for over 10 years, offering patients consistent care from familiar faces. Guided by steady leadership, we’ve built a family-like environment that our employees value and our patients feel.”

The Baton Rouge Clinic, AMC is recognized as the premier multispecialty clinic in the region, delivering exceptional care to nearly 400,000 patients throughout Louisiana. Founded in 1946 by four local physicians who saw the value in a group practice model, the clinic has grown while staying true to its roots. As a proud member of the Mayo Clinic Care Network, the clinic has access to world-renowned expertise, further enhancing the quality of care provided to patients while meeting the evolving healthcare needs of the community. ESTABLISHED 1946

The Baton Rouge Clinic CEO Ed Silvey PHOTO BY DON KADAIR

CEO

ASSOCIATED GROCERS

ESTABLISHED 1950

Associated Grocers, Inc., was founded 75 years ago with 17 member grocers decreasing the cost of goods by purchasing directly from food manufacturers. It has evolved into a full-service retail operations support and solution center for over 200 independent retailers in Louisiana, Mississippi, Texas and Arkansas. With over 670,000 square feet of warehouse space, more than 650 employees and annual sales over $800 million, AG is a major economic driver in Louisiana.

‘WE ARE HEADQUARTERED IN THE HEART OF THE GREATEST FOOD CULTURE IN THE COUNTRY.’

“Our history is rooted in Baton Rouge and south Louisiana. From the start, 75 years ago, a small group of independent grocery retailers collaborated to purchase a train car of sugar in order to compete in the marketplace with the ‘big chains.’ Since those humble beginnings, Baton Rouge has been a perfect location – perfect location on the I-10 corridor; perfect number of retailers in this marketplace to expand our leverage; and perfect location to source our workforce needs. There is no better place to be in the food business, and nobody knows it better than we do.”

‘AG HAS CONSISTENTLY BEEN AT THE FOREFRONT OF TECHNOLOGY AND INNOVATION.’

“In the past three years, we have successfully implemented new

systems in procurement, category management, warehouse management, fleet, finance and accounting, and retail systems. This past year, we installed an advanced, robotic, high-density storage solution that allows us to repurpose over 60,000 square feet of warehouse space for expanded offerings to our membership. AG’s investments in technology enablers have improved the quality of work and life of our workforce.”

‘OUR

COMPANY IS AN ENGAGED COMMUNITY PARTNER.’

“Associated Grocers supports many worthwhile endeavors including the Capital Area United Way, the Greater Baton Rouge Food Bank, Mary Bird Perkins and other organizations. Four years ago, we created a 501(c)3 nonprofit organization – AGives! – led by a volunteer employee board and raising funds through our very own employees and public support. It is making a real difference within Baton Rouge and beyond.”

our

President and

David Politz (front row, second from right) surrounded by members of his Associated Grocers team.

PHOTO BY INGRID NACOLE WILLIAMS

CYPRESS ROOFING

ESTABLISHED 2019

Cypress Roofing was founded six years ago by Caprice Cline and her children Joshua, Samantha and Alexandra; when Josh moved out of state in 2022, the family became a 100% womanowned business. As a certified Fortified and Diamond Roofing partner, Cypress is recognized for expertise and quality workmanship, and was voted the Best Roofing Company in Ascension Parish for 2023 and 2024, reflecting its standing as a well-trusted roofing contractor in the community. Services include residential and commercial new installations, repairs and maintenance, as well as gutter and patio installation and repair.

CAPITAL REGION PROUD

“We are from here and want to be a part of the Baton Rouge and surrounding area’s success story.”

A BUSINESS BUILT ON FAITH

“Our secrets to success are just being our authentic selves and, of course, God’s direction, blessings and daily grace.”

COMMERCIAL DIVISION EXPANDS

“We are super excited about our commercial division and the strides

we have made in two short years.”

COMMUNITY SERVICE THROUGH HONESTY AND INTEGRITY

“Our customers know when they call Cypress they will get the truth, even when it doesn’t suit us or benefit us in any way.”

ROOFING EXPERTS AND LOCAL CELEBRITIES

When Caprice told the co-owners – her children – her idea for “The Roof is on Fire” commercial, their first response was how lame the idea was. “Lo and behold,” Caprice says now, “‘The Roof is on Fire’ is the No. 1 reason people know and recognize us!”

LEGACY: “We want to be known as people who are always trustworthy and walked the talk.”

From left: Cypress Roofing co-owners Samantha Michel, her mother Caprice Cline and sister Alex Carmouche

PHOTO BY DON KADAIR

BENNY’S CAR WASH

Benny’s Car Wash is a four-generation family business that opened its first Baton Rouge location 74 years ago. It has added eight locations since then, many with additional services such as oil changes, gas pumps and convenience stores. The Alford family – led by Benny, Jason, Justin and Helen – remain hands-on owners, managing the day-to-day operations of the business

‘BATON ROUGE IS HOME’

“Our entire family was born and raised here. We’re committed to giving back to the community that helped shape us. In addition to keeping cars clean, oil changed and tanks full, we employ around 400 team members and actively support local charities and events. Benny’s has been serving this area since the early 1950s, and we plan to be part of its future for many years to come.”

‘WE

TRULY TRY TO GIVE BACK’

“By developing our team and staying deeply connected to the local community, we’ve built trust, loyalty and a strong foundation for growth.”

‘COMMUNITY SERVICE HAS ALWAYS BEEN AT THE HEART OF BENNY’S’

“One effort we’re especially proud of is our Annual Haunted Car Wash. It began in the mid-1980s and has grown into a major event, with 100% of the proceeds in recent years benefiting OLOL

Children’s Hospital. Seeing the community come together for a great cause year after year is incredibly rewarding. Beyond that, our team actively supports a wide range of local charities and events throughout the year, all in line with our mission statement: ‘To be the best service organization in the Baton Rouge area.’”

‘WE HAVE PLANS TO EXPAND FURTHER’

“Our fourth convenience store and fuel station, B-Quik, just opened up next to the car wash off of Lee Drive. We’re also excited about our newest location in Baker, which will include a car wash, fuel station and full-service options. We’re proud to continue serving North Baton Rouge and have plans to expand further into the Greater Baton Rouge area, including a new location in Zachary.”

FUN FACT: Benny’s was featured in the 1982 movie “The Toy” starring Richard Pryor.

From left: Helen, Jason, Benny and Justin Alford

PHOTO BY DON KADAIR

PELICAN STATE CREDIT UNION

‘WE WERE CHARTERED IN BATON ROUGE IN 1956. AND WE STAYED.’

“We began operating as the Department of Hospitals Credit Union almost 70 years ago, serving Louisiana charity hospitals, mental health centers and state office personnel. We were located in downtown Baton Rouge then … we moved into our corporate campus on O’Neal Lane in 2020. Since we changed our name in 1988 and expanded our field of membership, we have grown into the largest state-chartered credit union in Louisiana, serving over 80,000 members nationwide.”

‘WE INVEST IN OUR TEAM SO THEY INVEST IN OTHERS.’

“As leaders, it is important that we make decisions based on what is right and take care of people along the way. We sincerely believe that we are making a positive difference in the lives of our communities and members. Our employees are the spark that fuels our success. We invest in our team and uplift them so they can uplift our members and also establish a robust succession plan. We rise by lifting others.”

‘WE’RE EMBRACING TECHNOLOGY WHILE STAYING TRUE TO OUR ROOTS.’

“Our challenge is a technological one and a human one, which is: How do we do what we’ve always done well, and still adapt to a world where people are doing so many things differently? You can do business with us 24 hours a day, 7 days a week with no human interaction if you choose, the same as any major bank. But if you want to call us, or walk into a branch and talk to us, there is a Pelican State Credit Union employee available to you.”

Pelican State Credit Union serves members across the nation in every stage of their lives through free youth and adult financial programs and a wide array of safe, competitive products. As a designated Community Developmental Financial Institution (CDFI), Pelican is committed to providing financial solutions to individuals, families, and communities in underserved markets.

From left: Pelican State Credit Union

CEO Jeffrey K. Conrad and President Melissa Ott at Pelican’s Corporate Campus in Baton Rouge.

PHOTO BY DON KADAIR

VALLUZZO COMPANIES

ESTABLISHED 2010

Family-owned and operated Valluzzo Companies manages 88 McDonald’s restaurants in Louisiana, Mississippi and Alabama. The three owner-operators like to say: “Strong roots grow tall trees.” Baton Rouge is where it all started, and the goal has always been to grow from those roots while staying grounded in Valluzzo core values – both inside the restaurants and at home.

WHAT STARTED AS ONE RESTAURANT QUICKLY BECAME A WAY OF LIFE.’

“Our story began in 1964 when our family brought the Golden Arches to Baton Rouge. Growing up, we were all in the restaurants – learning every position, from working the grill to managing a shift. Over the years, we’ve passed that experience down, one generation to the next. Today, as a fourth-generation family business, we’re proud to say we work side by side. We respect each other’s strengths, communicate well, and genuinely enjoy building something together. Shared trust is one of our biggest advantages.”

‘WE’RE

IN THE PEOPLE BUSINESS.’

“When our team thrives, our business thrives. We’ve learned that each of us brings different strengths to the table, and we lean into those strengths as a leadership team. That philosophy extends to our restaurants, where hiring, training and retaining the best people has been our winning formula. When you trust your team and play to everyone’s strengths, the business thrives.”

‘IT’S A FULL-CIRCLE MOMENT.’

“This summer, Valluzzo Companies is expanding into the Hattiesburg/Laurel, Mississippi market, acquiring 16 restaurants from another respected McDonald’s family operator. Nicholas played baseball at Southern Miss, and bringing the family name back to this community is especially meaningful. In addition, we’re opening two brand-new restaurants in Dutchtown and Juban. Growth is always exciting, but what’s most fulfilling is the opportunity to bring our values, our culture, and the McDonald’s experience to new places.”

‘THE

KEY IS EVOLVING WITHOUT LOSING PERSONAL CONNECTION.’

“The pace of change, especially with technology, has been incredible – and we’ve fully embraced it. From mobile ordering and digital kiosks to app-based loyalty deals, McDonald’s has led the way in making the customer experience faster and more convenient. One of our favorite everyday examples of technology is pre-ordering a regular meal through the app – it’s ready the moment you walk in. In today’s world the little things make a big difference.”

From left: Michael, John and Nicholas Valluzzo

PHOTO BY DON KADAIR

CURRENCY BANK

ESTABLISHED 2021

A group of Baton Rouge investors purchased the former north Louisiana-based Commerce Community Bank four years ago and changed its name to Currency Bank with a mission to create meaningful partnerships and strong personal relationships with clients. Its other branches are in Oak Grove and Kaplan, La., and Eudora, Ark.

‘TO SAY BATON ROUGE IS INTERCONNECTED IS AN UNDERSTATEMENT.’

“Baton Rouge is a very coveted geography. LSU and Southern are here. The petrochemical industry continues robust investment in the region. State government is located here. We often joke that Baton Rouge is the biggest small town in America. The people who decided to invest in Currency Bank very much believe in the concept of community banking. They believe you should have direct access to the people who make important decisions surrounding your money. We believe that the people who are charged to oversee the bank’s operations should be the same people you see on a regular basis at church, the ball field, and the grocery store.”

‘TECHNOLOGY IS A COMPONENT OF SERVICE. IT IS NOT A REPLACEMENT.’

“We believe in a healthy and balanced marriage of technology and service. While we’ve done a good job keeping up with offering

our customers the latest proven technology, we consistently stress that. Our trademark brand of personalized attention, paired with technological advances when appropriate, has helped us to quadruple in size over the last four years.”

‘WE DEEPLY BELIEVE IN SERVING IN THE COMMUNITIES IN WHICH WE LIVE, WORK AND PLAY.’

“Whether it is serving as a financial sponsor for an event that gives back to the community; donating funds to local food banks or helping to buy bullet proof vests for our police officers who help keep us safe; or our employees donating their time by serving on nonprofit boards such as the Louisiana Art & Science Museum, Better Business Bureau and Thrive Academy, we are very proud of making community service intentional throughout our organization.”

FUN FACT: All 143 shareholders of Currency Bank are business owners themselves. This prompted our slogan, “The Bank for Business Owners.”

OUR LEGACY: “For people to be able to say, ‘Currency Bank played a vital role in our business’s success.’”

From left: Robert Daigrepont Jr., Chairman of the Board; Dr. Rubin Patel, CEO of Patient Plus Urgent Care; Scott Gaudin, President and CEO

PHOTO BY DON KADAIR

T3 INDUSTRIAL SOLUTIONS

A SOLUTIONS BASED COMPANY

T3 is a dedicated family of companies, each bringing specialized expertise to ensure comprehensive project success. T3 Industrial Solutions has been a trusted leader in logistics and material supply with a wealth of experience along the Gulf Coast. T3 Electrical Solutions formerly known as Linxwiler Electric, has provided safe, efficient and reliable electrical services to residential, commercial and industrial clients in the Capital Region for over 25 years.

‘INVESTING HERE MEANS COMMITTING TO THE SAME COMMUNITY THAT HAS SUPPORTED OUR GROWTH.’

“Baton Rouge is home – it’s where our roots run deep and where we’ve built lasting relationships. Strategically, Baton Rouge also offers access to major waterways, industrial corridors, and a skilled workforce—all essential for industrial expansion and infrastructure development. And on the electrical side, the city’s commercial and residential growth creates continued demand for reliable power and generator solutions, giving us the opportunity to serve neighbors, businesses, and future developments right here at home.”

‘WE’RE TRUSTED BECAUSE WE CONSISTENTLY DELIVER.’

“Our success is rooted in strong relationships, innovative thinking, and doing what we say we’ll do, whether it’s through the precision

of our electrical work or the strategic planning behind our material and logistics operations. We are committed to foresight thinking –looking beyond today’s job to anticipate future needs and provide tailored, long-term solutions.”

‘OUR TEAM TAKES PRIDE IN GIVING BACK.’

“We partner with schools to prepare students for careers in construction, industrial services, and electrical trades, ensuring local talent stays in Louisiana. One of our proudest contributions is our multi-million-dollar donation of a multi-sport turf field — not just for community recreation, but to attract events that drive local economic growth. This donation was made possible thanks to our investment in infrastructure, with our Park at Lamar facility. Service is part of our culture, and it’s woven into every division at T3.”

From left: Owner-partners Rick Ward, Trent Davis, Blake Linxwiler, Richard Tilley and Ryan Theriot PHOTO BY ASHLEE BERGERON / STUDIOC323.COM

EFCU FINANCIAL

ESTABLISHED 1934

EFCU Financial opened in Baton Rouge as the 13th chartered credit union in the U.S. The original mission was to provide financial services to the employees of the former Stanocola Processing Plant, now ExxonMobil. EFCU Financial became a community-chartered credit union in 2007, and today serves over 67,000 members and manages $1.2 billion in assets.

‘WE’RE KIND OF A BEST KEPT SECRET.’

“We’ve been a community partner for more than 90 years now. We are currently the third largest credit union in Louisiana. What started as a Baton Rouge institution now serves the entire metro area. Less than 12 years ago, we were under $300 million in assets, and now we’re over $1.2 billion. Our challenge going forward is to build a deeper awareness of our products and services, in addition to expanding our involvement in the community and our financial literacy initiatives.”

CREDIT UNION MYTH VS. REALITY

“There’s a misconception about credit union membership with some believing that they cannot join, but the reality is that it is as easy as opening an account at a bank. At our credit union, you can become a member if you live, work, worship, or attend school in our nine-parish service area. As a credit union member, you’re banking with a financial institution rooted in your local community. You’ll get to know the friendly team members at your branch and the representatives in our contact center when you call. Because we’re

local, we understand your needs and preferences — and that means you receive a consistently high level of personalized service.”

‘WE

ARE KNOWN FOR OUR DEPOSITS AND LOAN RATES.’

“Our competitive certificate deposit rates consistently attract national attention, and we offer some of the best auto loan rates in the market. In fact, we’re one of the top auto loan originators among local financial institutions. We’re also proud to be the number one mortgage lender in the area, with over $100 million in new home loans booked.”

‘WE’RE WORKING TO MAKE FINANCIAL EDUCATION CORE TO OUR CULTURE.’

“We partner with Junior Achievement to place our team members in high school classrooms, where they help teach financial literacy. Recently, we’ve also led financial education programs at Southern University and LSU. We’re passionate about empowering our members with the knowledge they need to manage their finances and prepare for every stage of their financial journey.”

Front Row from left: CMO Karon Musemeche, President and CEO

Tom Kuslikis, COO

Emily Shelton. Back row from left: CLO Adam Brice, CAE Anteja Becton, CFO

Rick Myers, CIO Billy McDonald, CPO Mimi Singer Lee

PHOTO BY DON KADAIR

Owner-operators

Forrest Town and Edmund Caswell

SWINGEASY GOLF CLUB

ESTABLISHED 2025

Swingeasy is an indoor golf club that allows members and guests to play complete rounds of golf on more than 750 simulated courses from around the world; practice on a virtual driving range; train with the latest technology; or just enjoy a drink in the lounge and watch live sporting events on big-screen TVs. Swingeasy’s patented “Modern Country Club” experience allows for one-of-a-kind social outings, ranging from indoor golf competitions with friends to corporate outings and private events.

AN INVESTMENT IN HIS HOMETOWN

“Although I live in California now, Baton Rouge is where I grew up. This is a chance to bring a new business to a great community. We have three locations on the West Coast, but this is our first location in the South, and we are excited to gauge how rapidly we want to expand in the region.”

PUTTING A CLASSIC SPORT ON THE CUTTING-EDGE

“Technology keeps progressing. The digital world is here. We are trying to combine tradition with innovation. We have plans to promote competition among our locations around the country so members can take pride in their local Swingeasy club.”

GIVING BACK TO THE COMMUNITY

“At our other locations we have sponsored several charity tournaments and have a toy drive for children in foster care during the Christmas season. We plan to be similarly involved in supporting the Capital Region community.”

FUN FACT: Owner Forrest Town is the grandson of the late A. Hays Town, an influential American architect considered by many to be the premier architect in the South. Town designed more than 1,000 residential, commercial and institutional buildings during his 65-year career.

OUR LEGACY: “We want to be a place people are proud to be a

PHOTO BY INGRID

NACOLE WILLIAMS

CELTIC MARINE AND LOGISTICS

ESTABLISHED 1985

For 40 years, Celtic Marine and Logistics has developed and delivered independent costeffective transportation services that are uniquely designed to meet the specific needs of each of our clients, using its vast knowledge and experience in the transportation and logistics industry to deliver a full-service transportation solution. The company manages millions of tons of cargo annually. It is one of multiple Celtic Group companies – the others are dedicated to international shipping, commercial real estate and film production. But Celtic Marine & Logistics, CEO Michael O’Connor says, “was the company that started everything.”

‘BATON ROUGE IS MORE THAN OUR HEADQUARTERS.

IT’S HOME.’

“Over the past four decades, we’ve built deep roots here, and we continue to see extraordinary potential in the people, leadership, and cultural vibrancy of this city. Baton Rouge offers a collaborative spirit and a business-friendly environment that make it the ideal place to grow, innovate, and contribute meaningfully to the community’s future.”

‘OUR SERVICE IS OUR PEOPLE.’

“My dad was the first generation. When he passed, I took over as the second generation. Our daughter Caitlin O’Connor now is the third generation in the business. We want to keep that. We’re in the third-party logistical business – it’s not like we own barges or trucks or stevedoring equipment or ocean vessels or anything like that. We

rely on our family and the people in our organization and our culture. That is what drives Celtic.”

AS LOUISIANA GROWS, SO GROWS CELTIC.

“We’re energized by the more than $60 billion in industrial and infrastructure projects slated for Louisiana. This unprecedented wave of investment makes it an exciting and pivotal time to be in the logistics industry, and we’re positioning ourselves to support and grow alongside this momentum.”

FUN FACT: Celtic supports a wide range of philanthropic causes. In 2024, it raised nearly $30,000 for the American Heart Association, and in 2025, it raised $22,000 for the Seamen’s Church Institute –“two causes that align deeply with our values and the communities we serve,” O’Connor says.

Celtic Group CEO Michael O’Connor (second row center) with Celtic employees at their Baton Rouge HQ

PHOTO BY DON KADAIR

LEMOINE

ESTABLISHED 1975

With offices in seven states and Puerto Rico, LEMOINE provides a full suite of services, from infrastructure to building construction, disaster response and recovery, and comprehensive project and program services.

‘LEMOINE’S DECISION TO INVEST IN BATON ROUGE IS ROOTED IN BOTH STRATEGIC OPPORTUNITY AND LONGTERM VISION.’

“Baton Rouge is the political and administrative heart of the state, providing unique access to key decision-makers and fostering collaboration across public and private sectors. Its status as a premier hub for higher education cultivates a strong workforce and catalyzes innovation and economic development across multiple sectors. Its central location within the Southern region positions it as a vital point of connectivity along the I-10 corridor, reinforcing our ability to serve clients with agility, local insight, and unmatched expertise.”

‘BEING PART OF INITIATIVES THAT DELIVER LASTING IMPACT IS A SOURCE OF GREAT PRIDE.’

“LEMOINE is honored to be actively involved in the new Louisiana State Police Crime Laboratory, a project that will significantly enhance the capabilities of our state’s law enforcement and the communities they serve. The firm is also undergoing its third expansion as Design-Builder at Ochsner Medical Complex – The

Grove since originally completing the facility in 2018. LEMOINE is also underway at Southern University’s new 86.000-square foot STEM Complex that will enhance collaboration with academic and industry partners.”

‘LEMOINE IS PROUD TO BE DEEPLY INVOLVED IN THE COMMUNITIES WE SERVE.’

“In Baton Rouge, LEMOINE has contributed more than $2 million to nonprofit and community organizations over the past three years alone. This includes participation in The Giving Tree program, where we’ve partnered with Bernhard Terrace and Magnolia Woods Elementary Schools to provide holiday gifts for nearly 100 children, and support of Ochsner’s Pediatric Santa Program, delivering presents to families of pediatric patients in need. We maintain strong philanthropic partnerships with education and healthcare organizations across the region all year round, helping to advance research, expand services, and support programs that improve lives.”

FUN FACT: Over the past five years, LEMOINE has grown by 165% — from 320 to 850 full-time employees.

OUR LEGACY: “We reshaped the city, elevated its institutions, and strengthened the community.”

From left: William Lemoine, Rudy Comeaux, Seth Lemoine, Will McCulloch, CEO Lenny Lemoine, Greg Landry, Amanda Messa, Leon Foster

Rendering courtesy of Bally’s Corporation

BALLY’S BATON ROUGE

OPENING LATE 2025

The Belle of Baton Rouge casino is transforming a dormant downtown area into a vibrant entertainment complex featuring 25,000 sq. ft. of contemporary gaming, a spacious sports book and lounge, casual and fine dining and an upscale cocktail lounge in the center of the casino.

This gaming complex will join Bally’s Baton Rouge Hotel, which recently underwent a downto-the-studs transformation of its 10-story, 242-room hotel. The Belle is operating a temporary land-based casino while the modernization continues, in addition to the continued operations of the fully landside casino entertainment complex at The Queen Baton Rouge.

‘COMMUNITY PARTNERSHIP, EMPLOYMENT AND REINVESTMENT ARE THE SECRET TO OUR SUCCESS.’

“With great pay, healthcare benefits, tuition support and job-training efforts, Bally’s isn’t just hiring - it’s uplifting the people of Baton Rouge and powering a vibrant, thriving community.”

‘BALLY’S IS HELPING RESHAPE THE ECONOMIC LANDSCAPE OF BATON ROUGE.’

“With 350 new jobs created and nearly $13 million in wages paid out, Bally’s continues to grow its Baton Rouge workforce across a wide range of sectors – from hospitality and entertainment to IT, finance, and executive leadership. Employees enjoy competitive pay, healthcare, tuition reimbursement, and paid, on-the-job training. In 2024, Bally’s contributed more than $17 million to Louisiana’s state general fund and nearly $2 million to East Baton Rouge Parish through gaming tax revenues. Combined with a $141 million

investment into revitalizing downtown through The Queen and Belle of Baton Rouge redevelopment projects, Bally’s is making a lasting impact in the community and on the local economy.”

‘WE HAVE SOMETHING FOR ANYONE WHO IS VISITING DOWNTOWN.’

“When it opens later this year, Bally’s Baton Rouge Hotel & Casino entertainment complex will feature Vegas-style gaming with 800 slot machines, 25 table games, a dedicated sports book with inperson sports betting and a variety of food and beverage options. During construction, guests can enjoy the temporary land-based casino with nearly 10,000 square feet of gaming including slot machines and table games. The newly transformed Bally’s Hotel is already open, featuring 242 well-appointed rooms, luxurious suites, a modern fitness center, a VIP lounge with panoramic views of downtown and a VIP lounge with panoramic views of downtown.”

DR. ERIC OBERLANDER

Dr. Eric Oberlander, Board

Certified Neurosurgeon and Spine Specialist

‘GETTING YOUR BACK BACK – THAT’S OUR GOAL.’

“My philosophy on patient care is to truly exhaust all possible treatment options to get patients better prior to considering surgery. When surgery is unavoidable, I use my skills and the most minimally invasive options available in an effort to maximize patient recovery.”

THE NATION’S LARGEST NEUROSURGICAL PRACTICE

FOCUSED ON SPINAL SURGERY

“Over the past 17 years, I’ve performed more than 10,000 spine surgeries, and my team sees about 8,000 patients a year, including some from as far away as Virginia and Alaska. That volume of surgery and patients gives us vast experience and know-how to fix almost any spinal issue. During surgery, I use techniques that can only be learned from such a large body of experience.”

ON THE CUTTING EDGE OF SPINAL FUSION SURGICAL TREATMENT

“PEKK, which stands for polyetherketoneketone, is a new biologic that can be used in spinal fusion surgeries to replace degenerated discs and rebuild new spinal segments. I’ve been using PEKK in spinal fusion surgeries for about a year. We had good fusion rates before, but now they are approaching perfection even in high-risk patients.”

FUN FACT: Before med school, Dr. Oberlander received degrees in Engineering, French and Chemistry from Va. Tech and served his country as a lieutenant commander in the Navy Reserve.

Dr. Oberlander is an award-winning spine specialist who has developed one of the largest practices in the country. He is one of the few boardcertified neurosurgeons in Louisiana who has fellowship training in minimally invasive and complex spine surgery. That’s why his services – which include the latest techniques such as laser spine surgery and minimally invasive procedures as well as more complex surgical treatments – are in such high demand. ESTABLISHED 2008

BRECHEEN PIPE & STEEL

ESTABLISHED 1980

Brecheen Pipe & Steel has been a leading Louisiana wholesale pipe and metal products supplier and stocker of galvanized materials for nearly half a century. BPS is a National Women’s Business Enterprise, and a member of the Associated Builders and Contractors-Pelican Chapter.

‘IT WAS A BOYS’ CLUB. THAT’S CHANGED A LOT.’

“My father founded Brecheen Pipe & Steel in 1980. When I started working there five years later, there weren’t many women in the industrial space, and it was difficult trying to develop long-term partnerships. I had to work faster, harder and smarter than my competitors.”

‘ONE WAY I GIVE BACK TO MY COMMUNITY IS BY PROMOTING WOMEN IN THIS HIGHLY COMPETITIVE INDUSTRY.’

‘Because of the hardships and challenges I faced early in my career, I wanted to help more women move into industrial sales and ultimately into leadership positions where they can learn from my experiences. Today, women are in the plants doing the work, handling the procurement … even managing the plants.”

‘TURNAROUNDS AND EXPANSIONS KEEP US BUSY AND KEEP THE LOCAL CONTRACTORS BUSY.’

“It’s all about service – a lot of our customers forget to order something that they need the next morning. We’re there for them. We’re their go-to, just-in-time supplier.”

‘IN OUR BUSINESS, SIZE IS LESS IMPORTANT THAN QUALITY, COST AND CUSTOMER SERVICE.’

“I compete with much larger companies by supplying those specialty items that they don’t, and doing it more quickly, efficiently and cost effectively. When you’re small and trying to compete with huge multi-million-dollar conglomerates, you must focus on providing a good product, good service and competitive pricing.”

FUN FACT: Before joining the family business 40 years ago, Danielle Brecheen was studying to become an orthopedic surgeon.

Owner and President Danielle Brecheen surrounded by her team at Brecheen Pipe & Steel’s Port Allen base of operations

PHOTO BY DON KADAIR

“We do not want to grow outside of our capabilities.”

JOHN SCHEMPF, president and CEO, The Newtron Group

The Newtron way

#7 TOP 1OO P R IVATECO MPANIES

BY OLIVIA MCCLURE

A belief in doing right by employees helped this contractor earn loyalty and longevity—and become a billion-dollar business.

IN EACH OF The Newtron Group’s offices and job site trailers across the country hangs a copy of the company’s core values and beliefs. Newtron founder Newton Thomas penned the list years ago, detailing his conviction that employees are to be respected, their input listened to, and their hard work honored.

“Employees should have an enjoyable environment in which to work,” the document reads, “and should find that when they do what they think is right, it will be consistent with the values of the company.”

That framework has taken Baton Rouge-based The Newtron Group, an industrial construction contractor specializing in electrical and

instrumentation work, far in its 52 years. It’s now a $1 billion company whose services are in demand close to home—especially at the chemical plants and oil and gas refineries that line the Mississippi River— and nationally. Lately, Newtron has been called on to work at high-tech sites, such as electric vehicle production facilities and data centers.

These sorts of opportunities didn’t come about because of a strategic plan or a directive from the top to go after certain types of projects, company leaders say. Instead, leaders simply put their

trust in their employees. It’s the employees, they say, who pay attention to what’s going on in markets and know when an opportunity is worth pursuing. The company rewards their efforts by sharing its profits.

The Newtron Group shares 60% of its pretax profit with employees every year.

It’s a formula that leads to thoughtful, restrained growth as opposed to aggressive expansion. It has worked for the company for a long time, and President and CEO John Schempf sees no reason to change it.

“We do not want to grow outside of our capabilities,” Schempf says. “This is a people business—so

you’re only as capable as your people are of continuing to execute at a very high level. You just can’t grow at a ridiculous rate and continue to keep your confidence.”

‘LIKE

ANY OTHER GUY’

Schempf grew up around Newtron. When he was in kindergarten, he moved with his family to Baton Rouge, where Thomas had hired his father to be Newtron’s business development manager.

“When I was in high school going to our crawfish boils, I knew Newton,” Schempf recalls. “He was just like any other guy with some torn shorts on and a T-shirt.”

Schempf admired Thomas’ unassuming nature and wanted to

TOGETHER:

work for him. So he got an engineering degree from LSU, and then was hired on as a field engineer. He worked his way up the ranks, taking over from Thomas as president in 2016. He added the CEO title more recently.

When Schempf started in 1994, Newtron was worth just $100 million, he says. He’s seen changes over the years—more technology, more specialized employee roles, expanded services, a longer roster of clients, and soaring profits.

Through it all, though, the company has stuck closely to the vision that Thomas had when he founded Newtron in 1973 as a union instrumentation contractor.

Thomas picked up national clients right away, laying the groundwork for today’s client portfolio.

“Our first five years in business, we did just over 50% of our work outside of Louisiana,” says David

Funes, who holds Schempf’s father’s old role of business development manager. “So it can be said that we started as a national contractor that just happened to also do work locally.”

In 1982, Thomas launched Triad Electric and Controls, essentially a merit shop version of Newtron, as well as The Newtron Group, the parent company of Newtron and Triad.

Today, The Newtron Group has about 4,500 employees. The offices of its various divisions are scattered across Louisiana, Texas, California and Nevada. It’s involved in projects in more than a dozen states—where it has many longtime repeat customers, some of whom are known to request certain crews.

very consistent, ethical, safe, quality,” says Brian Bordelon, Triad president.

WHAT CLIENTS THINK

4,500

Number of people currently employed by The Newtron Group across four states

Dependability is important for people like Stacey Beassie, instrumentation and electrical manager at Placid Refining Company in Port Allen. Placid relies on Triad for turnaround support, and the two are working together now to install a tower, exchangers and vessels for saturated gas.

Beassie has gotten well acquainted with Triad’s employees, including David Sadler, a trusted project superintendent.

“He makes the job easy,” Beassie says.

“It makes life a lot easier when you have someone that has been here before and knows how the facility works,” Beassie says.

Other clients appreciate the company’s ability to adapt. Joe Podrebarac, who’s based in the Kansas City office of the Burns & McDonnell engineering and construction firm, has worked alongside Newtron LLC—The Newtron Group’s union side—on projects in several states. One that stands out is rebuilding a refinery in Wisconsin.

“Newtron performed all of the electrical and instrumentation work on that project, and I think it’s a great example of the ability that Newtron has to execute work outside of their comfort zone of Louisiana and the Gulf Coast,” says Podrebarac, chief safety officer for Burns & McDonnell.

“They know what they’re getting:

Triad’s familiarity with Placid promotes safety and efficiency.

The Newtron Group’s reputation and its employees’ dedication have

ALL

The Newtron Group’s new headquarters is currently under construction and will bring all Baton Rouge operations under one roof on Airline Highway.

DON KADAIR

helped the company score big opportunities for expansion. Right now, for example, it’s part of the multiyear effort to build a liquefied natural gas plant in Plaquemines Parish. The company has diversified recently, too, landing jobs involving high-tech companies like Tesla.

PROFIT SHARING MOTIVATES EMPLOYEES

Schempf is the first to acknowledge that the company could be even bigger. But that just isn’t the Newtron way.

“One of the things that has limited our growth—because the market’s been available for us— is that we have this really robust profit-sharing program,” Schempf

explains. “We share 60% of our pretax profit with employees every year.”

That was a key element of founder Thomas’ plans for the company, which continues to prioritize employees’ career success and personal well-being. Instead of retreats reserved for executives, Newtron has employee-only camps in Grand Isle and Colorado. Bonuses are awarded to those at the craft level first—then leaders.

“We’re the last to be considered,” Bordelon says. “If there’s anything left, we get to participate.”

These rewards aren’t just a way of the company saying thanks. They serve as motivation.

“Our people are the ones who

“Employees should have an enjoyable environment in which to work.”

BATON ROUGE!

NEWTON THOMAS, founder, in writing the company’s core values and beliefs, photographed in 2017

Where Newtron makes its mark

A look at key projects—from LNG facilities to data centers—that reflect Newtron Group’s growth and evolving capabilities

Plaquemines LNG: Since 2022, Triad has been part of the construction of a $21 billion liquefied natural gas facility south of New Orleans being developed by Venture Global. Triad was initially hired to set up temporary power at the site; its excellent safety and productivity led to additional opportunities. To date, Triad has performed $265 million in work and 2.5 million man hours.

Cenovus Energy Superior Refinery:

Newtron played a key role in rebuilding this refinery in Superior, Wisconsin, from 2021 to 2023. The $180 million job was the largest project ever for Newtron, requiring 1.45 million man hours. The contractor, Burns & McDonnell, is a repeat Newtron customer. “The size and complexity of this project showed how much our relationship had grown with Burns & McDonnell,” says business development manager David Funes. “They wanted our tracking and reporting capabilities.”

Data centers: Newtron has been involved in three confidential data center projects in Nevada. One was completed in 2024 and another in 2025; the third will wrap up in 2027. These projects— valued together at $408 million—have helped Newtron diversify.

Devon Energy plant expansion: Triad completed this $5 million project in Bridgeport, Texas, in 2012 and 2013. It was one of the company’s first repeat projects with engineering and construction firm Burns & McDonnell. “That led to many completed projects with them over the next 12 years,” says business development manager David Funes. “Burns & McDonnell pushed us to have solid project controls and reporting capabilities.”

Shintech PEP1 ethane cracker: In 2018 and 2019, Triad was involved in the construction of this $69 million project in Plaquemine. “Triad had done several projects at the Shintech facility but was not originally awarded this project,” Funes says. “We acquired another contractor’s scope and eventually had 800 workers on-site in order to accomplish the work within a 14-month timeframe.” Triad has more projects with the company, helping cement its place as a dominant instrumentation and electrical contractor in the Baton Rouge area.

The Tesla Gigafactory: From 2016 to 2018, Newtron assisted in the construction of an electric vehicle manufacturing facility in Sparks, Nevada, providing services valued at $47 million. This project led to Newtron opening an office in nearby Reno. It also opened the door for sister company Triad to become the primary electrical contractor at the Tesla Gigafactory in Austin; Triad has done $250 million in project work there in the past three and a half years.

Venture Global workers await a rally with Secretary of Interior Doug Burgum and Secretary of Energy Chris Wright in March.

Devon Energy Corp. headquarters in Oklahoma

The Tesla Gigafactory in Austin, Texas

have developed these markets for us in Reno (Nevada) and California and Tesla,” Schempf says. “Our people made those decisions and drove that because they saw opportunity for themselves in the company, and they brought us there. And that’s our differentiator—is we’re driven by huge, massive, long-term committed employees who it’s in their best interest to preserve the company.”

THOMAS’ ENDURING INFLUENCE

Thomas’ fingerprints remain omnipresent at the company he founded. A pillar of the core values document offers guidance on how to make decisions—and underscores Thomas’ belief in empowering employees.

the company bought the property on Airline Highway in 2016, it didn’t have a plan for the 10-acre site. Instead, leaders spent years pondering how best to use it.

“That really illustrates the careful nature by which we go about making a decision like that—make the right decision, not the quick decision,” Funes says.

$933M

The Newtron Group’s reported total revenue in 2024, up 10.68% from 2023

Schempf is looking forward to the new headquarters but, beyond that, he doesn’t have much to say when asked what’s on the horizon for his company. He’s proud of where things are and has faith that good things will continue to come.

“We believe that responsibility, authority and decision-making should reside with the employees closest to the actual work being performed or the issue at hand,” the document reads.

Thomas also emphasized that decisions should be made slowly, thoughtfully and with input from all sides.

A testament to this approach is Newtron’s new headquarters, which is currently under construction and will bring all Baton Rouge operations under one roof. When

“I don’t set the vision for where this company goes,” he says. “Our employees drive us into markets, and so we will be driven wherever they go, wherever they take us.”

He doesn’t know how long it will take, but he is confident Newtron will one day bring in $2 billion. How can he be so sure?

“It’s going to be led by those people who are trying to raise their families up and take care of things and take care of the company— because that’s what takes care of them,” he says. “And they’ll continue to push this company past points anybody could ever imagine.”

DON KADAIR

ON-SITE: Placid Refining in Port Allen relies on Triad for turnaround support, and the two entities are working together to install a tower, exchangers and vessels for saturated gas.

“We want to see Baton Rouge be known as a haven for small businesses. I think Baton Rouge could be the birthplace of some pretty awesome stuff that others might want to replicate or mimic.”

STUART GILLY, founder, Trility Partners

Passion meets purpose

BY KELLI BOZEMAN

Entrepreneur-turned-coach Stuart Gilly is creating a new blueprint for community engagement.

WHEN THE PHONE rang, Stuart Gilly was ready. The team from the Emerge Center was on the other end of the line, explaining that its school for children with autism needed a new paint job and essential repairs during the 2024 summer break. It was a daunting task, and one that Gilly says would have cost the school about $17,000 under other circumstances.

But these were not ordinary circumstances. Through First Tuesday—the initiative Gilly created to pair willing volunteers from local businesses with nonprofits in need—he rallied a team of 55 participants, and after a single day of sweat, the entire campus looked like new.

Mobilizing teams to make big things happen has become something of a hallmark of Gilly’s career, which has taken him from teenage entrepreneur to tech founder to

small business coach and community changemaker. Thanks to an unexpected calling, he is now looking beyond the bottom line and working to transform Baton Rouge one volunteer project at a time.

Gilly was a 15-year-old student at the University Laboratory School

when he got his first taste of the business world through Capital Stone, a startup granite countertop firm he launched with his father and brother in 1995. “I had my dad’s Rolodex and I would just call people and talk to them about granite countertops,” he recalls.

WHAT OTHERS SAY

“Stuart has put his heart and soul into First Tuesday. He wants nothing short of an amazing community fueled by people coming together and lending a helping hand.”

Michelle Hardy, Turner Industries

“We were weekend warriors, and it was fun.”

After earning a degree in marketing from LSU, Gilly leaned into the business, launching a commercial division and growing staff and revenues steadily year by year. The housing market crash of 2007 prompted the family to ultimately sell the company, but that was far from the end of Gilly’s entrepreneurial journey.

Next came Skyhawk, a firm he founded with a friend to provide remote video monitoring, IT services and other high-tech systems to businesses locally and around the country. That company grew to include a second office in Texas before Gilly exited the firm in 2019 and found his next natural move— as a coach for other entrepreneurs.

Teaming up with his mentor, seasoned business owner Todd Barlow, Gilly launched Trility Partners, a

Reinventing success

Through the multiple facets of the nonprofit he created, Stuart Gilly is proving that small acts of service can create meaningful community change.

GROW with the ALLIANCE

The

Alliance

Giving small businesses access to “resources and relationships” is the goal of this initiative, which connects member entrepreneurs with investors and advisers to help their companies grow. Eligible companies include those with less than $10 million in annual revenue; they receive oneon-one business coaching, peer group sessions and networking opportunities. growwiththealliance.com

“Muddy Waters Clear Vision”

Successful Louisiana entrepreneurs candidly share their failures—i.e. “muddiest moments”—and how they led to lessons and blessings, in conversations with Gilly that comprise each episode of this podcast. Guests have included founders from a variety of fields, including chef Jay Ducote, interior designer Cindy Tiek and Envoc software company CEO Calvin Fabre. muddywatersclearvision.com

“We had these three assets on our table and we realized that they all strengthen each other.”

STUART GILLY, on the “passion project” puzzle pieces that make up this nonprofit

THE STUART GILLY PHILOSOPHY

“We have to meet people where they are, not just in business but also in life.”

“St. Francis of Assisi said, ‘It is in giving that we receive.’ When you do something for someone else, it’s healing and it’s empowering.”

“I just want to be a part of making Baton Rouge even better.”

boutique advisory and investment firm that helps put together growth strategies and deals for large companies. It was an opportunity for Gilly to apply the lessons he had learned over 24 years of entrepreneurship for the benefit of other business owners, as well as a means of bringing together other local like-minded entrepreneurs. “I had to stop worrying about individual P&Ls and start focusing more on the leaders and what support they needed,” he reflects. “Through that, I get to wake up every day and really think about serving others in deeper ways than I ever thought possible.”

A few years into Trility’s work, Gilly realized he had a special passion for helping entrepreneurs who lack significant financial resources. “It’s easy to work with larger organizations that just need to write a really big check. It’s an abundance mindset,” he says. “But I think the reality of it is that I’d always been the entrepreneur who didn’t have the right resources, so when I look at the entrepreneurs with smaller companies, I see a mirror.”

Recognizing that a large percentage of Baton Rougeans are employed by small businesses, Gilly felt called to support those companies in a meaningful way. Enter The Alliance, a new concept designed to connect small businesses with tools and coaches to help them reach the next level of success. Launched in October 2024, The Alliance is part of a three-prong nonprofit called Grow with the Alliance that also

WHAT OTHERS SAY

“If you find yourself in Stuart’s circle—and his has room for more people than most— you will certainly at some point receive a call or text out of nowhere with an idea he has or someone he wants to connect you with to grow your business. There’s no catch. He doesn’t want anything in return. He is simply always thinking of how he can help his friends and our community thrive.”

includes First Tuesday—the service initiative that tackled the painting project at Emerge—and “Muddy Waters Clear Vision,” a podcast in which Gilly interviews local entrepreneurs about the keys to their accomplishments.

“Like many Alliance members, I was swept up in Stuart’s enthusiasm for finding a better way to connect and build our small business community in Baton Rouge,” says Screaming Peacock founder Julie Laperouse, who has worked with The Alliance as both a participant business owner and as a facilitator.

“Every business owner I know who connects with Stuart feels like he

WHAT OTHERS SAY

“Stuart is someone who you can tell is in it for the right reasons. Harnessing 100-plus local businesses and thousands of volunteers, he has created an unparalleled sense of community, activism and giving back for generations to come.”

Emily Lemoine, The Emerge Foundation

is almost a co-owner of their company because of how enthusiastic he is to learn their industry and business and people and help in any way he can.”

Gilly had already created First Tuesday in 2022 and his podcast in 2023 before deciding to tie all three entities together under a single nonprofit umbrella. First Tuesday came about from a desire to help nonprofits complete projects that they are unable to accomplish with their own resources. “We wanted to connect the business community with these nonprofit projects in a super simple way,” he explains, adding that some of the small businesses that are members of The Alliance are among the biggest volunteer forces behind First Tuesday. Since its inception, First Tuesday has matched 1,155 volunteers from 204 local companies with 11 nonprofits on projects ranging from home repairs with Revive225 to caring for dogs and cats at Companion Animal Alliance to moving the contents of Front Yard Bikes’ entire warehouse in a single day.

“I can say with certainty that Stuart is truly a changemaker,” says Emily Lemoine, communications and events manager at The Emerge Foundation. “Because of First Tuesday’s service, Emerge could repurpose maintenance costs into mission-centered efforts to expand our therapeutic programs

Julie Laperouse, Screaming Peacock

and behavioral health department and to ensure that all families have access to our services, regardless of financial constraints. We’re especially thrilled to show off our campus now—freshly painted, polished and full of possibility—thanks to the incredible generosity of volunteers.”

Turner Industries is one of the larger companies that has partnered with First Tuesday, beginning its collaboration by accident more than a year ago when a group of Turner employee volunteers was at Front Yard Bikes on the same day as a First Tuesday project. “We became part of First Tuesday that day,” says Turner Vice President of Marketing Michelle Hardy. “It has been wonderful to work side by side with many businesses in the Baton Rouge community. Community service allows employees to connect their daily work to a larger purpose.”

Gilly’s “Muddy Waters Clear Vision” podcast came about after business partner Gabe Murillo challenged him to start capturing his loved ones’ stories at a family retreat. The concept soon evolved into one with a larger focus. “It’s an opportunity for our best business owners and leaders in town to share their stories in a very local

sense,” Gilly says of the podcast. “I want to ask them about those moments when the cards were stacked against them and what they did to persevere and come out of those challenges.”

Meanwhile, Gilly, who is a father of three daughters, also serves as a “partner in impact” with Thirty Three Strategies, a Baton Rougebased advisory firm focused on helping philanthropic and nonprofit organizations, and as a chair and executive coach with Vistage Worldwide, a global organization that provides advisory and coaching services to CEOs and business leaders. All of these roles complement, rather than take away from, his focus on Grow with the Alliance and what he believes it can do for the business landscape in the Capital City.

“I’m a little bit on fire,” he says. “You can’t see this right now, but there’s an invisible flame around me. My phone rings all day with people having ideas of how we can create impact in this town, and I have a home for where each of those calls can go. I’m just seeing all of this stuff coming together, and I think if we stay focused on what we’re trying to do, this could be something very special for Baton Rouge.”

FIRST TUESDAY: Stuart Gilly leads a team of corporate volunteers at St. Lillian Academy in June. That was followed by projects at the Greater Baton Rouge Food Bank and Revive 225.

MATERRA AMERICANA ROUZAN

A unified voice for change

Former Committee of 100’s Adam Knapp and Council for a Better Louisiana’s Barry Erwin joined forces to form Leaders for a Better Louisiana.

BY DILLON LOWE

tank for reform.

WITH AN EYE toward bold, systemic reform, two of Louisiana’s most influential advocacy groups— the Committee of 100 for Economic Development and the Council for a Better Louisiana—have merged to form a new entity: Leaders for a Better Louisiana.

The new nonprofit, branded simply as Better Louisiana, arrives with an ambition befitting its name. Armed with the combined resources of C100 and CABL, the organization promises to be both a “think tank” and a “do tank” for the state—generating ideas and then executing on them.

But what drove two long-standing institutions with established identities to merge in the first place, and how exactly will the new entity function?

Those involved say the move was more than just a rebrand. It was a strategic recalibration years in the making.

HOW IT HAPPENED

First, a primer.

Formed in 1992, C100 is a nonprofit that describes itself as Louisiana’s “business roundtable.” Its membership includes executives of companies both public and private as well as university presidents. It works to promote economic development and advocate for public policy that boosts Louisiana’s competitiveness.

CABL, meanwhile, is a nonprofit formed in 1962 with a longstanding mission of “improving the quality of life for all citizens of Louisiana.” It has built as much of a lasting legacy through its policy advocacy as it has through its signature Leadership Louisiana program, through which current and emerging leaders across a wide range of sectors gain in-depth insight into the challenges facing the state and the ways those challenges might be overcome.

Though formalized in early 2025, the idea of a merger had been percolating for years. That’s according to Adam Knapp, who served as C100’s CEO and now holds the

same title at Better Louisiana.

C100 and CABL had a history of collaborating on major policy initiatives—including the 2023 RESET Louisiana’s Future campaign, which produced 55 influential policy recommendations across a wide variety of issues—and stakeholders from both groups found themselves wondering from time to time whether they could accomplish more by joining forces.

“There were many conversations over many years about whether it would make sense to have these two organizations merge,” Knapp says. “Those conversations were always what I would describe as ‘high-level,’ and they were never deeply pursued for a variety of reasons.”

It wasn’t until Knapp took the helm of C100 in November 2023 that the organizations’ boards of directors formally started the merger conversation. Knapp and Barry Erwin, then CABL’s president and CEO, had built a strong working relationship over the years and shared a similar vision for Louisiana’s future.

The internship gap

Workforce development has emerged as a key priority.

IN MARCH, THE organization released data that shows Louisiana lagging other Southern states when it comes to the number of students participating in internship and apprenticeship programs.

In 2023, just over 2,000 of the roughly 42,000 graduating high school students in Louisiana—about 5%—graduated with an internship credit.

While Better Louisiana acknowledges that figure is still “relatively low,” it was meaningfully higher than it had been the two years prior and slightly higher than it had been before the COVID-19 pandemic.

Though state-by-state comparisons are “difficult to come by,” data from Georgia and Tennessee suggests at least 15% to 20% of students in those states are graduating with an internship of some sort.

Additionally, Louisiana also has among the lowest percentage of high school apprentices in the South, and those it does have are paid the lowest wages in the region. However, Louisiana did move from 47th in the nation for new apprentices per capita in 2019 to 40th in 2024.

Experienced Cancer Care

Scott Sonnier, MD Hematologist and Oncologist

Ochsner Health and MD Anderson Cancer Center are clinically integrated to provide advanced cancer care, right here in Baton Rouge. That means access to life-saving clinical trials for innovative therapies, more specialists and more resources for our patients. Through this collaboration, Ochsner is the first and only provider in Louisiana with a fully integrated cancer program based on MD Anderson’s standards and treatment plans.

Learn more at ochsner.org/EndCancer.

Ochsner MD Anderson Cancer Center at Ochsner Cancer Center – Baton Rouge

Ochsner MD Anderson Cancer Center at Ochsner Medical Complex – The Grove

Shortly after the formal conversation started, a third party was brought in to evaluate the potential alignment. Then, in the spring of 2024, a memorandum of understanding was drafted to lay out how the two entities would become one. It took about six months for both boards to evaluate the process outlined in that MOU, but in the end, the green light was given.

“Our board decided we wanted to have a bigger impact, and when Adam took over C100, that was part of their goal, too,” Erwin, who now serves as Better Louisiana’s chief policy officer, says. “It was really just good timing. We had worked together a lot, and we were both thinking about the same thing.”

Chris Meyer, president and CEO of the Baton Rouge Area Foundation and a member of C100, sees the merger as a sign that Louisiana’s civic sector is evolving to meet the moment.

“I think it shows a lot of wisdom says. “I think it shows a lot of maturity as a state that we’re not working in silos, that we’re putting pride, ego and labels aside to get the mission accomplished.”

WHAT’S THE MISSION?

At its core, the organization is out to drive change across the interconnected fronts of economic development, education, civic leadership, infrastructure and fiscal policy—all areas that C100 and CABL have long worked to influence in some

NEW LEGISLATION: In the recent session, Better Louisiana played a leading role in the passage of House Bill 533, which creates a more accessible tax credit program for employers that provide work-based learning opportunities to students and youth workers. At press time, the measure was awaiting Gov. Jeff Landry’s signature.

those who have looked at our outmigration numbers and our population loss,” Erwin says. “Though we’ve had a little uptick this past year, those are things that groups like ours need to prioritize. If we’re not growing, if we’re not creating jobs, if we’re not modernizing our economy, then we’re definitely going to fall behind. And we’ve already been falling behind over the past several years anyway.”

On the legislative side, Better Louisiana’s strategy is a focused one: Each year, the organization will identify one or two key priority issues to elevate in the eyes of lawmakers and the public. Those priorities will be informed by data,

stakeholder input and the organization’s board.

In 2025, Better Louisiana is actively engaged on the issue of workforce development. Notably, the organization played a leading role in the passage of a bill—House Bill 533, sponsored by state Rep. Kim Carver, R-Mandeville—that creates a more accessible tax credit program for employers that provide work-based learning opportunities to students and youth workers.

A March report by Better Louisiana shows Louisiana lagging other Southern states when it comes to the number of students participating in internship and apprenticeship programs (see “The internship gap”). At press time, HB533 was awaiting Gov. Jeff Landry’s final approval.

While its public-facing policy work is more visible, much of Better Louisiana’s influence is exerted behind the scenes, through its people and its programs. Two legacy components of its predecessors live on under the new organization: the C100 executive group and Leadership Louisiana.

The C100 executive group— currently about 150 members strong, despite its name—will operate as a “distinct membership group” within Better Louisiana. The committee will continue to weigh in on key economic development issues, as it has for over three decades.

Louisiana] was a crown jewel of CABL,” Knapp says. “Demand to be a part of these classes far outstrips seats in these classes. That popularity is by virtue of how valuable it’s been for folks who have gone through it, who have gone on to become elected officials, judges, parish presidents, school board officials and CEOs. It’s really a proving ground to learn about the civic fabric of Louisiana. There’s just nothing like it.”

Issue Date: July 2025 Ad proof #3

“C100 is a way to give leaders who want to be personally engaged in the work of improving Louisiana an opportunity to do so, regardless of background or party,” Knapp says. “Under the bylaws of Better Louisiana, the process for becoming a part of the committee is exactly the same as it has been for the past 30 years.”

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

• AD WILL RUN AS IS unless approval or final revisions are received within 24 hrs from receipt of this proof. A shorter timeframe will apply for tight deadlines.

“The idea is to have a way of thinking about the legislative session that’s aligned with the things we outlined in RESET and the strategic goals we set,” Knapp says. “We want to have one or two things that are our top priorities that we go and partner with a member of the Legislature on.”

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

Leadership Louisiana, CABL’s flagship leadership development initiative, will remain a core

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

offering. Introduced in 1989, the program has more than 1,600 alumni, some of whom have now become C100 members.

Under Better Louisiana, the initiative will continue to serve as a talent pipeline producing the state’s next generation of decision-makers.

“Coming into the merger last year, our chairs said [Leadership

Looking forward, Knapp and Erwin say the ultimate goal is to help “unlock Louisiana’s potential.” In their view, that necessitates a smarter, more coordinated approach to reform— one that’s informed by data, and one that delivers tangible progress.

Better Louisiana is currently working on a new data project that will combine metrics on how Louisiana stacks up against other states on key performance indicators with actionable policy recommendations. That report is expected to be delivered in early 2026.

Fueling Nonprofits. Securing Grants.

Impact.

Get Granted Today!

Granted Advisors is a full-service consulting firm helping nonprofits, foundations and social enterprises secure funding, demonstrate impact, and build sustainable strategies. With over 50 years of combined experience, our team has raised millions nationwide—including in Baton Rouge and New Orleans—through grants, strategic development and partnerships.

info@grantedadvisors.com

Interested parties can also send us an inquiry directly through our website at www.grantedadvisors.com

BY THE NUMBERS: A new data-driven report from Better Louisiana, due in early 2026, will benchmark the state against others and offer policy solutions for progress.

Michelle Lawrence Bidwell, MPH, Founder and Lead Consultant

Curtain call or comeback?

Funding challenges and local closures test Baton Rouge’s cultural sector.

ON MAY 1, Latin percussionist Sammy Figueroa took to the Manship Theatre stage to play before an audience of jazz aficionados, part of the Arts Council of Greater Baton Rouge’s regular River City Jazz Masters series.

Established in 2007, the series bolsters the Capital Region as a jazz destination and home to acclaimed musicians like late jazz clarinetist Alvin Batiste. The lauded annual event has attracted Grammy award winners, MacArthur “genius grant” fellows and other A-list performers.

But a few days after the show, the Arts Council received notice from the National Endowment for the Arts—the series’s main funder— that its grant was canceled, one of many that were abruptly eliminated as the federal agency wrestles with its own uncertain future.

The NEA had funded the River City Jazz Master Series to the tune of $30,000 to $50,000 annually, accounting for a significant portion of its budget, says Arts Council for Greater Baton Rouge President and CEO Jonathan Grimes.

“It’s an unfortunate turn,” Grimes says. “But now we have to be creative in the way that we fund these programs. Now is the time for us to really lean on our community to continue supporting these events.”

The recent cancellation of some NEA grants nationwide, along with

“Our donors have been rock-solid and willing to help in any way.”

JONATHAN GRIMES, president and CEO, Arts Council of Greater Baton Rouge

BY MAGGIE HEYN RICHARDSON

the total elimination of grants from the National Endowment for the Humanities, is part of a new climate of uncertainty impacting the regional arts and culture sector, which was already on edge having had to recalibrate after the COVID-19 pandemic altered patron

SUPPORT:

and donor habits.

In March, Baton Rouge saw the dramatic closure of 79-year-old Theatre Baton Rouge, one of the nation’s oldest community theaters and the largest in the Capital Region, which the organization blamed on declining ticket sales and soaring production costs.

In a recent blow to die-hard singer-songwriter fans, the nationally lauded Red Dragon Listening Room closed in June when its retiring founders couldn’t find a buyer. And this spring, the 30-year-old free downtown music series Live After 5 endured a 20% budget cut that reduced its schedule from six to four seasonal shows until private backers stepped in.

Division of the Arts Director Leea Russell. The state dedicated $2.1 million to the Louisiana Division of the Arts for fiscal year 20242025, one of the lowest rates in the country. Louisiana saw significant cuts to the arts during Gov. Bobby Jindal’s administration, Russell says.

$2,112,377 Louisiana legislative appropriation for the arts in 2025, the same amount as 2024

Other Southern states allocate more funding. Alabama’s allocation to its state arts agency for the same fiscal year was $8.2 million, while Mississippi dedicated $9.9 million and Tennessee allocated $16 million, according to the National Assembly of State Arts Agencies.

Even stable arts organizations must operate in an environment in which public funding is far lower than regional peers, says Louisiana

“The arts improve education outcomes. The arts boost the economy,” Russell says. “They add $6.1 billion to our state’s economy and over 48,000 jobs in arts and culture.”

The arts advocate is on a mission

PHILANTHROPIC

Lundyn Herring, director of visual arts for the Arts Council of Baton Rouge, hangs a work of art at the Cary Saurage Community Arts Center on Ferdinand Street. The longtime arts patron established the Cary Saurage Fund at the Baton Rouge Area Foundation in 1994.

to identify how many Louisiana arts organizations have had NEA grants canceled.

“I have asked the NEA for a full list of impacted, canceled or terminated grants in Louisiana,” she says. “I was told I had to go through the Freedom of Information Act to get that information.”

The news isn’t all bad. The void left by Theatre Baton Rouge is being filled by both existing and emerging theater groups like Sullivan Theater in Central, Ascension Community Theatre in Gonzales and the new 225 Theatre Collective.

destination with the proposed LSU arena and new enhancements to the River Center, venues that could dramatically expand the city’s ability to attract national performers, says Baton Rouge Area Foundation President and CEO Chris Meyer.

“If we can get all these plans right,” Meyer says, it will “let us compete for any show in America.”

$3,114,277

Total Louisiana arts revenue, up 0.2% from 2024

Baton Rouge continues to have a stable ballet, opera and symphony orchestra—legacy arts organizations that have long undergirded the Capital Region’s cultural bona fides.

The city might also finally be able to reclaim its mantle as a live music

A CAUTIOUS MOOD

The COVID-19 pandemic wreaked havoc on arts organizations nationwide, and some still feel its ripple effects as patrons haven’t fully returned to prepandemic levels.

Following the lockdown in 2020, theaters nationwide saw a 90% decline in ticket income, according to Theatre Communications Group.

The organization monitors the state of nonprofit theaters in its annual Theatre Facts report.

The most recent report, which

BUSINESS BACKING: The Baton Rouge free concert series Live After 5 returned to a full, six-show lineup after MAPP Construction and b1Bank stepped up as financial backers of the series. Budget constraints had previously reduced its number of shows each season from six to four.

END OF AN ERA: The lauded Red Dragon Listening Room, an intimate nonprofit concert venue on Florida Boulevard, closed in June when a buyer could not be found to replace the retiring owners.

A Q&A with Jonathan Grimes

The Arts Council president and CEO weighs in on the sector’s current challenges and economic impact.

Louisiana as a state has one of the nation’s lowest rates of per capita spending on the arts—less than 50 cents by some measures. What do we need to be competitive?

Ideally, we’d want the state to spend $1 per capita on arts and culture. The numbers don’t lie on return. There’s about a $7 billion impact currently.

What would you say to the business community right now as the arts face yet another major challenge with the reduction in federal funding?

We rely on businesses for financial and in-kind support, and if they have the capacity to increase their funding with arts and culture, that’s going to help everybody in the long run.

Have donors pulled back?

Our donors have been rock-solid and willing to help in any way. They’ve been pretty consistent, but with this cut at the federal level, we’re looking to our business leaders to help us bridge the gap and weather the storm. I am encouraged about things continuing as normal.

How are successful arts nonprofits getting through this period of uncertainty?

We learned during the pandemic the importance of having a strong online component. Also, we’re being flexible with programming and looking at budgets to find some cost savings to make programs successful.

What kind of programming is working across the Arts Council’s 10-parish region?

The Baton Rouge Symphony, Live After 5, the Arts Council of Point Coupee and others continue to produce great concerts. I think people really are empowered through performance, whether it’s dance, theater or music. It really connects to the soul and helps people understand the importance of arts and culture in our community. Blues Fest was a huge success, and other surrounding cities, like Zachary and Central, have concert series that get support from both the city level and business owners who want their areas to have good quality of place.

Marketing is a huge part of attracting audiences, but cashstrapped arts nonprofits don’t have sophisticated marketing machines. What’s the answer? Marketing is so tough, especially trying to understand algorithms. But I think it’s about reaching out to in-kind partners and asking for their support in helping to promote events. Also, word of mouth and that personal connection that someone has to a program is so important in helping us get new people through the door.

How do you convince a sports-obsessed region to acknowledge the importance of the arts, in general? Maybe point out what a game at Tiger Stadium might be like without the band?

I would be willing to bet that if you asked 10 people to share some sort of arts experience, it would be positive. Maybe they played an instrument in school, or danced, or just enjoyed something. No one ever says, “I just had such a bad experience with the arts that I never want to experience them again.”

Powering life and community: THAT'S THE COOPERATIVE DIFFERENCE

looks at 2023, states that theaters are still experiencing a decline in sales even as they face additional headwinds, including the end of federal emergency grants and loans and a drop-off in charitable giving. Contributions rose between 2019 and 2022 but fell in 2023. At the same time, production expenses have more than doubled.

That fragile backdrop now includes what could be a continual decline in federal funding. Russell says the Louisiana Division of the Arts’ approximately $3 million budget includes a $1 million match from the NEA that goes to the state’s 10 regional arts councils for operating support or to individual arts organizations for project grants, Russell says. A partnership agreement with the NEA would normally be in place by now for the coming fiscal year.

“We have not received those agreements yet,” Russell said in late May. “The impact if we were not to receive them would be tremendous.”

Baton Rouge Gallery Executive Director Jason Andreasen says

Enriching communities, building careers, and supporting the lives of our members.

the state’s already low per capita spending—less than 50 cents— makes the loss of NEA and NEH funding more acute.

“If national funding is going away, then it puts more strain on that [per capita amount],” he says.

FINDING WHAT WORKS

While some arts organizations are still fighting to return to

prepandemic ticket sales, the Baton Rouge Gallery has seen an increase in patronage with events aimed squarely at the city’s demographic holy grail, 25- to 44-year-olds.

Monthly First Wednesday openings draw large crowds with complimentary food, drinks and live music. Some attendees go on to become members.

Andreasen says the nonprofit

recently commissioned an economic development study by Riverbend Research that found it generated a $5.7 million impact from 2022 to 2024.

The report also found that annual visitor counts have increased 40% from pre-COVID levels.

the upcoming season.

NO. 44

Production costs continue to increase for all performances, Carby says, but he’s encouraged by a “steady subscriber base,” which was around 700 last season.

Louisiana’s ranking among states for total arts revenue in 2025

The Baton Rouge Symphony has also seen strong results with events that stretch beyond the traditional, says Executive Director Marshall Carby.

“We want to be diverse in the amount of programming we do, and also in our approach, so that we’re catering to all kinds of people from different walks of life,” Carby says.

Donors have also been consistent, although Carby says the organization will need additional private revenue to sustain price hikes and the slowdown in national grants.

0.018%

Louisiana legislative appropriation for the arts as a percentage of the General Fund

Recently, that’s meant partnering with the Louisiana Art and Science Museum for the boutique Concerts in the Cosmos series at the museum’s Irene W. Pennington Planetarium. Five such events are scheduled for

A prevailing challenge for the symphony—and other cultural organizations—is attracting first-time attendees. Carby says many in Baton Rouge are surprised upon learning the city has a symphony, much less one founded in 1947.

“But most of the time, if we can get someone in the door one time, they will come back a second time and a third time—and eventually become a subscriber. That tells me the art that’s being created is quality.”

BREC’s Rec Center 3.0 Plan

Tailored to Communities. Built for Resilience

As part of Imagine Your Parks 3, BREC is shifting from a one-size-fits-all approach to a smarter, tiered system that is grounded in equity and designed with community input. By right-sizing facilities and introducing flexible programming models, we’re creating recreational spaces that are safer, more accessible, and built to last.

Your Voice. Your Parks.

Through regional engagement and community-led design, we’re building a park system that reflects the diverse voices and values of East Baton Rouge Parish. This transformation isn’t just about buildings, it’s about people.

To find out how you can get involved or for more info: brec.org/recreimagined

MAKING THEIR DEBUT: The void left by Theatre Baton Rouge is being filled by both existing and emerging theater groups like Sullivan Theater in Central, Ascension Community Theatre in Gonzales (pictured) and the new 225 Theatre Collective.

COLLIN RICHIE

Baton Rouge 3.0

Downtown is evolving again, with the riverfront, connectivity and residential growth likely driving the reboot.

WHEN WHITNEY HOFFMAN

Sayal took the helm of the Downtown Development District in June 2022, she had big shoes to fill.

She was taking over for Davis Rhorer, the so-called Godfather of Downtown, who died of complications from COVID-19 in March 2021. Rhorer had led the DDD since its inception in 1987, and he’s credited for helping bring Baton Rouge’s urban core back from the brink.

At the time of the DDD’s creation, urban sprawl had been stifling downtown growth and development for decades. Rhorer was determined to reverse that trend. He helped attract billions of investment dollars over the course of his tenure, all with the goal of turning downtown into the epicenter of a

“24-hour city.” The skyline filled in; the sidewalks became more active.

“Davis was a visionary,” Hoffman Sayal says, “and I’d like to consider myself a visionary as well. We can see everything that we want downtown to be, and we’re very passionate about it.”

Since assuming the role of executive director, Hoffman Sayal has worked to preserve Rhorer’s legacy while also crafting her own.

One of her first priorities, she says, was simply “reestablishing the office.” When she took over, the DDD had only two staff members and no active strategic plan. She grew the team to five and developed the DDD’s first new strategic plan in more than a decade.

Also under Hoffman Sayal, a

BY DILLON LOWE

24-hour police presence was established; new tools like Placer.ai were adopted to better track foot traffic and inform event strategy; and digital outreach efforts were significantly expanded, among other developments. At press time, the DDD was managing some 42 projects, many of which stalled upon Rhorer’s death but are now back on track.

Still, challenges linger. While progress has been made, perceptions about safety—especially at night—continue to affect how people engage with downtown. Debate stirs over what can be done to attract new residents and visitors in the years ahead. And many in the community feel that the city center remains largely isolated from the

CHANGE IS COMING: Plan Baton Rouge III is a partnership of the Downtown Development District, the city-parish, the Baton Rouge Area Chamber, the Baton Rouge Area Foundation and Visit Baton Rouge. Sasaki, an international planning and design firm, has been tapped to develop the master plan. The planning process kicked off in February, and a final plan is expected to be delivered in Q1 2026.

rest of Baton Rouge.

On the issue of public perception, the DDD is currently working with the city-parish on lighting upgrades that Hoffman Sayal says will make downtown feel safer and more welcoming after hours, and the aforementioned 24-hour police presence should add some degree of comfort. But the broader task of making downtown a more attractive place to live, work and play will require a larger, more ambitious approach.

Enter Plan Baton Rouge III.

WHAT COMES NEXT

Downtown Baton Rouge’s first two master plans—Plan Baton Rouge I in 1998 and Plan Baton Rouge II in 2009—paid dividends.

Your Greatest Asset Is Your People. Protect Their Mental Health.

Top Companies Know That Employee Wellbeing Drives Performance, Retention, And Culture. At NeuroJust, We Provide The Cutting-Edge Mental Health Solution That Transforms Lives—And Businesses. NeuroJust provides results that changes lives! When Depression Impacts Your Workforce , TMS THERAPY DELIVERS BREAKTHROUGH RESULTS:

Better mental focus and a more engaged team

Higher productivity

Happier and healthier employees

86% of patients have their symptoms reduced by 50% while 68% have achieved full remission from their depression.

They led to some $3 billion in investment, and more than 80% of their proposals have now become reality. Some of the most transformative developments to come out of the plans are the Shaw Center for the Arts, the Hilton Baton Rouge Capitol Center, Rhorer Plaza, Main Street Market and the Downtown Greenway.

Now, city leaders are looking to keep that momentum going.

Plan Baton Rouge III is a partnership of the DDD, the city-parish, the Baton Rouge Area Chamber, the Baton Rouge Area Foundation and Visit Baton Rouge. Sasaki, an international planning and design firm, has been tapped to develop the master plan. The planning process kicked off in February, and a final plan is expected to be delivered in Q1 2026.

According to BRAF President and CEO Chris Meyer, the strength of that final plan will lie in its emphasis on action, not just ideation. BRAF is Plan Baton Rouge III’s fiscal agent and coordinating entity.

“What we love about this is that the plan that’s delivered in the end is a ‘dayone’ plan,” Meyer says. “That means we’ve already got specific sites in mind. That means we have specific partners

“What we love about this is that the plan that’s delivered in the end is a ‘day-one’ plan.”

CHRIS MEYER, president and CEO, Baton Rouge Area Foundation

WHERE DESIGN MEETS COMFORT.

WHERE HOSPITALITY BECOMES LEGACY.

in mind who could develop those specific sites. That means we have funding streams identified. All of that is going to be baked into the plan.”

To guide the plan’s development, Sasaki is gathering input from the community through in-person events and online surveys. While the recommendations that come out of the plan will be wide-reaching, three key focus areas have already emerged from meetings with relevant stakeholders and engagement with the public.

First, there’s the riverfront.

Baton Rouge has sat on the bank of the Mississippi River for centuries, but many in the community feel that the Red Stick hasn’t done enough to capitalize on its status as a riverfront city. Joshua Brooks,

the Sasaki principal leading Plan Baton Rouge III, says the river is far and away one of Baton Rouge’s most underutilized assets.

“The riverfront is such a huge opportunity and one that is very missed,” Brooks says. “Baton Rouge could have an incredible waterfront experience, and it doesn’t.”

Unlike other river cities like Cincinnati or Chicago, where bustling commercial areas, green spaces and promenades line the water, Baton Rouge’s riverfront remains fragmented and, in some cases, difficult to access. Railroad tracks, River Road traffic and the levee itself constitute barriers that discourage both locals and visitors—as well as investors—from engaging with the river in meaningful ways.

Though nothing is set in stone, Brooks,

Downtown in the making

1983:

1985:

1987:

“Davis (Rhorer) was a visionary and I’d like to consider myself a visionary as well. We can see everything that we want downtown to be, and we’re very passionate about it.”

WHITNEY

HOFFMAN SAYAL, executive director, Downtown Development District

1998:

2009:

2025:

Issue Date: July 2025 Ad proof #4

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

• AD WILL RUN AS IS unless approval or final revisions are received within 24 hrs from receipt of this proof. A shorter timeframe will apply for tight deadlines.

The city-parish initiates the Baton Rouge 2000 plan, setting the foundation for downtown revitalization and the creation of the DDD.

The Louisiana Legislature formally establishes the DDD.

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

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

The DDD receives its first funding.

Plan Baton Rouge I is launched.

Plan Baton Rouge II is launched.

Plan Baton Rouge III is launched.

Modern Mortgage Experience

THE DOWNTOWN CHALLENGE: Perceptions about safety—especially at night— continue to affect how people engage with downtown. Debate stirs over what can be done to attract new residents and visitors in the years ahead. And many in the community feel that the city center remains largely isolated from the rest of Baton Rouge.

a Baton Rouge native, sees potential for a new kind of civic space downtown—one that could bring together dining, retail and cultural activity, all with a front-row view of the Mississippi.

It should be noted that this isn’t the first time riverfront revitalization has been attempted. In the late 2000s, then-Mayor Kip Holden pushed for the downtown ALIVE project, a levee-side “interactive adventure” that was to be developed in partnership with the Audubon Nature Institute. Plans called for an aquarium, an outdoor concert amphitheater, interactive nature exhibits and more. But on two separate occasions voters rejected the tax proposals that would have brought the project to life.

“It’s time to really think critically about what can happen on and along the waterfront to really reorient downtown to the river,” Brooks says.

Bolstering residential growth is another priority. While downtown has seen its residential population grow by about 25% over the past 10 years, Hoffman Sayal says that pace

of growth has begun to taper off as construction costs have risen.

“My hope is that this plan will recommend some different incentives and tools that we can use to help spur construction,” she says.

While Brooks describes the downtown office market as “pretty strong,” he says the central business district lacks the residential population necessary to become what he calls a “central neighborhood district.” He points to neighborhoods like Beauregard Town and Spanish Town as examples of what downtown living could look like, and he sees plenty of room to introduce similar housing options without having to drastically alter the area’s existing feel.

“There’s a real possibility that the residential population could double, triple or even more than that without really needing to grow to any sort of Manhattan-like level of density,” Brooks says.

Finally, there’s the issue of connectivity to the rest of Baton Rouge. Many of the corridors that connect downtown to places like Mid City, the Garden District, LSU and

PETERBILT

ONE OF THE TOP PRIVATELY OWNED COMPANIES ON THE GULF COAST

“From one small store in Houma in 1960 to 7,000 team members serving over a million customers each week across the Gulf Coast — and we’re just getting started. We’re proud to be one of the fastest-growing family-owned businesses in the country, and one of the top privately owned companies in Louisiana and along the Gulf Coast. Like so many of the companies featured here, we’re committed to growing locally — supporting local suppliers, creating local jobs, and strengthening the communities we call home. At Rouses, we call that Loyal to Local. And it’s how my family has done business for 65 years.”

—

Donny Rouse, CEO, 3rd Generation

Issue Date: April 2025 Ad proof #2

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

“Many of [our peer cities] have done this five years ago or more. “They’re leapfrogging us. That’s a major concern.”

• AD WILL RUN AS IS unless approval or final revisions are received within 24 hrs from receipt of this proof. A shorter timeframe will apply for tight deadlines.

JILL KIDDER, president and CEO, Visit Baton Rouge

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

Southern University are poorly lit and difficult to navigate on foot or bike, though a recent project connecting the Downtown Greenway to Government Street’s bike lanes provides some relief on the Mid City front.

“We’re actually so close to LSU and to the Garden District, but we feel so far away because there are these gaps between us,” Hoffman Sayal says.

Sasaki is looking at ways to improve connectivity and thereby create a more cohesive urban landscape. What the firm will ultimately recommend remains to be seen.

“Identifying priority corridors and identifying ways to create a more fluid connection between downtown and its surrounding areas is something the community has asked for,” Brooks says, “and it’s certainly something we’ll be focused on.”

While not one of the master plan’s three main pillars, the repositioning of the Raising Cane’s River Center is being framed as a key anchor project of Plan Baton Rouge III.

The project, prompted in part by the proposed development of LSU’s new $400 million arena just 2 miles away, will see the River Center redeveloped to cater primarily to conventions and an adjacent headquarters hotel constructed. Baton Rouge is one of the largest cities in the country to lack a full-fledged convention center.

Visit Baton Rouge President and CEO Jill Kidder, who serves as vice chair of the project’s oversight committee, says the redevelopment will help Baton Rouge keep pace with its peer cities. She hopes the project can be completed by 2031 or 2032.

“Many of [our peer cities] have done this five years ago or more,” Kidder says. “They’re leapfrogging us. That’s a major concern.”

BRAF is raising the money to cover Sasaki’s technical work and its community engagement efforts—about $1 million, Meyer says. Individual projects that emerge from Plan Baton Rouge III will likely rely on a mix of public and private funds.

TIME FOR NEW TECHNOLOGY?

Replace your old technology with the latest most secure, more efficient, and cost-effective technology and print solutions. Improve office productivity by converting paper documents and manual processes to digital automated workflow solutions. With service built on reliability and trust for over 40 years, our dedicated team of highly experienced technicians works to exceed expectations to keep your business running at peak performance.

DEI in transition

Louisiana companies tread carefully as political and cultural shifts reshape diversity efforts.

BY REBEKAH MARICELLI

EFFORTS

TO

UNDERSTAND how Baton Rouge-area businesses are adapting to shifts in diversity, equity and inclusion policies are being met with silence—even from organizations that have previously championed such initiatives.

Over the past several decades, what’s widely known as DEI has evolved from a compliance-focused issue rooted in the Civil Rights Act of 1964 to a broader organizational priority.

In the 1980s, companies began to embrace diversity as a competitive advantage. Following the murder of George Floyd in 2020, DEI surged to the forefront, with many corporations publicly committing to inclusive hiring, equitable advancement and safe workplace environments.

However, a recent wave of political and legal pushback—including

proposed anti-DEI legislation and legal rulings like the 2023 U.S. Supreme Court decision striking down affirmative action in college admissions—has caused some organizations to reexamine or scale back their programs.

More than 15 companies and nonprofits contacted for this story declined to comment, including those with visible DEI efforts. Their hesitation comes as scrutiny of DEI grows nationally and at the state level. According to a February 2025 Candid Insights report, 30% of U.S. nonprofits receive government grants, and more than half of those with budgets over $5 million rely on at least one—prompting caution in how organizations speak about these topics publicly.

Despite widespread reluctance, Baton Rouge-based leadership

ENVISIONING BATON ROUGE: Where Community Comes to Life

PLAZA

HARVESTON

BAYONNE AT SOUTHSHORE

CHATEAUX

consultant Dima Ghawi shared how companies are adjusting. Ghawi, who works with clients nationally and internationally, says she has seen a shift—not an abandonment—of DEI practices.

“Organizations that prioritize kindness, belonging and a safe work culture for their teams have not stopped DEI efforts; they are just focusing on that aspect of their culture now,” she says. “My calendar is still heavily booked to give workshops about kindness.”

She notes a move away from workshops focused strictly on race and gender toward broader efforts around inclusion of age, disability and other dimensions of diversity.

“While much about recent events has been unfortunate, this time has also allowed us to expand the initial stereotypes beyond what we assumed ‘DEI’ initially represented,” she adds.

According to Ghawi, organizations that have halted or scaled back DEI programs may have done so for public relations reasons. To help companies continue inclusion efforts without attracting backlash,

“Organizations that prioritize kindness, belonging and a safe work culture for their teams have not stopped DEI efforts. They are just focusing on that aspect of their culture now.”

DIMA GHAWI, leadership consultant

the

and

COLLIN RICHIE

You’re free to live your life out loud! Because you’ve got the compassion of the cross,

security of the shield,

the comfort of Blue behind you.

Ghawi offers several strategies:

Engage senior leadership. This can define the importance of belonging and diversity of thought. “Hiring the same kind of people for every role will lead to conformity and lack of challenging mindsets,” she says.

Acknowledge generational dynamics. Millennials are no longer the youngest generation in the workplace, Ghawi says, and many Gen Z workers—often from more underrepresented backgrounds— ask about DEI during job interviews. “Questions we hear include, ‘Is this company one with employee groups? Are they investing in the community? Does senior leadership all look the same?’”

what other qualities are we unaware of our biases about?” she says.

Survey employees.

Asking questions like, “Do you feel safe at work?” and “Do we have inclusive hiring practices?” can provide valuable insights.

“These questions are not controversial—they don’t involve laws or policies,” Ghawi says. “But they do help people share their experiences.”

She also points to real-world consequences when companies fall short. One recent LSU graduate, she says, left a local bank after noticing that its leadership lacked diversity.

“She realized this would not be a nurturing organization for her … and went to a competitor,” Ghawi says. “It’s sad that this local bank lost such amazing talent.”

Ultimately, Ghawi believes the intent behind DEI remains vital.

Issue Date: Feb 2025 Ad proof #1

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

Address implicit bias. Ghawi encourages unconscious bias training and cites Malcolm Gladwell’s Blink: The Power of Thinking Without Thinking, which documents the disproportionate number of tall male CEOs as an example of how unseen biases can influence hiring and leadership selection.

“If we unknowingly associate height with leadership potential,

• AD WILL RUN AS IS unless approval or final revisions are received within 24 hrs from receipt of this proof. A shorter timeframe will apply for tight deadlines.

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

“It’s unfortunate that the term ‘DEI’ has become controversial,” she says. “At the end of the day, what company doesn’t want to create a space where employees can come together to do their best work?”

A NEW FOCUS: Among Capital Region organizations, training once focused strictly on race and gender has shifted toward broader efforts around inclusion of age, disability and other dimensions of diversity.

CONGRATULATIONS, RANDAL!

On being named one of t he 500 Mo

Infl u en t ial Peo p le in Ba t on Ro u ge

Thi s w ell - de s e rv ed r ecogni t ion hono

Randal ’ s v i s iona ry leade rs hi p w i t h

clien ts in a r ange of ind ustr ie s and hi

r elen t le ss w o r k t o pr o t ec t p a t ien t

Randal John s on Pa rt ne r , So ut he r n S tr a t eg y r o up P r e s iden t / CEO , nde p enden t Pha r macie s ss ocia t ion

acce ss and str eng t hen inde p enden t

p ha r macie s ac r o ss o u i s iana

SCAN TO FIND YOUR SCAN TO FIND YOUR LOCAL PHARMACY LOCAL PHARMACY

Local p ha r macie s a r e mo r e t han b us ine ss e s ; t he y a r e e ss en t ial heal t hca r e lifeline s. n comm u ni t ie s la r ge and s mall , p ha r maci sts a r e t he mo st trust ed heal t hca r e pr o v ide rs. The y kno w t hei r p a t ien ts b y name , an sw e r t o u gh qu e st ion s , and of t en s e rv e a s t he fi rst and mo st acce ss ible p oin t of ca r e

Tha t ’ s w h y w e al w a ys s a y , “ A s k y o ur p ha r maci st ”

Whe t he r i t ’ s a qu e st ion abo ut y o ur medica t ion , y o ur in sur ance , o r y o ur o pt ion s y o ur local p ha r maci st i s he r e t o hel p

Thank s in la r ge p a rt t o Randal ’ s effo rts , P i s leading t he w a y w i t h str ong legi s la t ion t o c ur b ab us i v e p ha r mac y benefi t manage r ( PBM ) pr ac t ice s , pr o t ec t p a t ien t choice , and en sur e o ur p ha r macie s can con t in u e t o s e rv e t hei r comm u ni t ie

“TIME FOR TRUTH.” Those were the head-scratching words of former Mayor Sharon Weston Broome in her recent Instagram post criticizing the current mayor, Sid Edwards. She complained that Edwards was blaming her administration for the budget mess caused by the St. George incorporation. Broome said, “Let’s be honest. That is categorically false. I warned this would happen.”

Well, current citizen Broome, when you were a state senator, many warned that if you denied southeast Baton Rouge its requested independent school district (twice)—demanding an incorporated city be created first, like in a previous demand with Central—then that is exactly what these parents would give you.

Mayor Broome: You are to blame

Your demand was met. St. George was established. So, be honest and admit you caused this.

In her social media post video, she claims that she had department heads preparing years ago for the impact. What a joke. Many of her staff were incompetent, and she was on her fifth chief administrative officer in eight years.

Broome declares, “Since I left office, we have lost ground.” What? Mayor, our Capital City lost ground every year during your eight-year reign.

Broome—and he’s made mistakes that he’ll have to learn from quickly while building his team to succeed. But Broome said on her Instagram, “Our community deserves better,” and the voters agreed last year by voting her out and electing Edwards to take charge and lead as our new mayor-president.

A SECOND CHANCE?

Many years ago, an abandoned public school stood on College Drive, adjacent to Interstate 10. The state planned to develop the land and build a single cloverleaf entrance ramp to I-10, heading east, from the right lane of College Drive. That plan never came to pass, as is painfully clear from the current leftturn lane that crosses oncoming traffic and often causes vehicle backups. These backups block the intersection and prevent vehicles from exiting I-10 onto College.

Why didn’t this happen? Because the East Baton Rouge Parish Public School Board instead chose to sell the property for $1.5 million so that an Albertsons could be built there. It was a deal where the money would be spent quickly and have no positive impact on the students. It was also one that squandered an opportunity to implement a major fix to College Drive’s nightmarish traffic.

many years ago, giving the city and state a second chance to use that land and make a graceful exit.

WALK THE WALK

Many people talk about wanting change for our Capital Region. But we know that talk is cheap. It’s easy to post on social media, demand change, or complain about others’ actions. It’s even easier to just click "like" on someone else’s post. Big deal.

The key is who is willing to “walk the walk” and get their hands dirty? That’s when things suddenly go quiet.

Our community is working on a major initiative—Plan Baton Rouge III—that encourages us to think big and think differently about our downtown and riverfront. We can create something dynamic that improves our quality of life, attracts conventions and tourists, and boosts economic development while building the Baton Rouge brand into something everyone can be proud of.

Rolfe McCollister Jr. is a contributing columnist. The viewpoints expressed are those of the author and do not necessarily reflect those of Business Report or its staff.

Then she says, “We don’t need coaching, we need concerted, courageous leadership and collaboration.” Just political speech. Broome was always better with words than with leading, vision or results. On her post, she used “#leadershipmatters,” and we do agree on that. However, while I had high hopes for her eight years ago, Broome failed to lead and deliver.

Edwards, no doubt, faces many challenges—most left behind by

REFLECTIONS

EQUIPPED WITH A NEW HEART

This feature is a tribute in honor of Business Report founders, Rolfe McCollister Sr. & Rolfe McCollister Jr.

I fought the school system’s desire to sell the land to Albertsons, pressing the state DOTD to oppose the deal and asking the Metro Council to intervene. It didn’t matter. The school board wanted the cash, and it got it. A fascinating question: What did the school system do with the $1.5 million?

This much is certain: The money is long gone, but the disaster that is traffic on College remains. However, much like the school that closed decades ago, Albertsons has announced it soon will be closing, too.

It’s a chance to right a wrong of

THE WORD “HEART” in Scripture speaks to a person’s core passion. Notice Ezekiel 36:26-27. It speaks of Israel but also is a prophetic description of the new creation in Christ. It reads, “Moreover, I will give you a new heart and put a new spirit within you; and I will remove the heart of stone from your flesh and give you a heart of flesh. I will put My Spirit within you and cause you to walk in My statutes, and you will be careful to observe My ordinances.” Not only does God give us a

Plan Baton Rouge III is something you can get excited about and embrace by attending the upcoming public meeting on Wednesday, July 16, at 5:30 p.m. at the Old State Capitol. Come share your ideas. Don’t wait for someone else to attend and do the work—you show up! To me, this is like voting—if you don’t show up, then don’t complain about the results.

To prepare, visit PlanBatonRouge. com. You can also fill out a survey and join over 1,000 others who have shared ideas.

Mark your calendar now and bring someone who also cares about the future of Baton Rouge—and is ready to get involved. We know actions speak louder than words. Let’s stop posting on Facebook and Instagram or tweeting about all that should be done. Get in the game and take action with Plan Baton Rouge III.

new heart but puts His Spirit—Holy Spirit—within us to empower us and cause us to walk in and observe His Word. This is the equipping and the new empowerment. A new “heart of flesh” means a new ability to see and understand truth, a new delight in God and desire for God, and a new spirit that loves Him. If you need a new heart, receive it (Romans 10:9-10), and enjoy walking from it.

—Jeff Mitchell, Retired COL and Army Chaplain

AWARDS HONORS

The Public Relations Association of Louisiana’s Red Stick Awards honored top campaigns and professionals across the Baton Rouge region. Winners include Alicia Davidson, Greater Baton Rouge Industry Alliance; Alannie Broussard, Sasso; I’tyonnie Jackson, Innovative Communications; Chris Yandle, Board of Regents; Tamaria Williams, Visit Baton Rouge; Julie Donald, Covalent Logic; Larry Lovell, Feigley Communications; and Kristen Bellatti, Greater Baton Rouge Food Bank. Individual honorees include Laura Siu Nguyen, Member of the Year; I’tyonnie Jackson, Practitioner of the Year; Catherine Heitman, First Circle Award; and Steve Caparotta, Communicator of the Year.

North Oaks Health System was named a 2025 Top 150 Place to Work in Healthcare by Becker’s Hospital Review for its commitment to employee engagement and workplace culture. Woman’s Hospital was named to Modern Healthcare’s

Best Places to Work list for the 18th consecutive year, the only Louisiana hospital to earn the distinction. Also, North Oaks Health System’s chief human resources officer, Jeff Jarreau, has been named to Becker’s Hospital Review’s 2025 list of Chief Human Resources Officers and Chief People Officers to Know.

Louisiana Blue, formerly known as Blue Cross and Blue Shield of Louisiana, has been ranked highest in member satisfaction among commercial health plans in the East South Central region by J.D. Power. The ranking is based on direct feedback from members across Alabama, Kentucky, Louisiana, Mississippi and Tennessee. The study evaluated factors such as ease of doing business, trust, coverage options and responsiveness. The organization has also been recognized for outstanding customer service with its inclusion on USA Today’s America’s Best Customer

Service 2025 list. The ranking highlights the top 600 companies nationwide based on friendliness, accessibility, professionalism, and issue resolution, as evaluated through a survey of more than 67,000 consumers.

REV earned two bronze Telly Awards for marketing campaigns celebrating its 90th anniversary. The honors recognized branded content that featured customer and employee stories in partnership campaigns, including collaborations with Chabill’s Tire and Auto Service. REV has now received 10 Telly Awards in the past three years.

Essential Credit Union was named 2025 MLP Lender of the Year by the Louisiana Economic Development Corporation for its support of small and disadvantaged business owners. The credit union was recognized for its effective use of state loan programs to provide accessible funding for startups, minority-owned businesses and entrepreneurs across Louisiana.

The Baton Rouge Youth Coalition was named one of the Best Nonprofits to Work For by The NonProfit Times for the second year in a row, ranking in the top half of all honorees nationally. BRYC remains the only Louisiana organization on the list, which recognizes nonprofits with outstanding workplace culture and employee satisfaction. The award is based on staff surveys measuring leadership, work environment, compensation and organizational health.

Our Lady of the Lake Regional Medical Center, Our Lady of the Lake St. Elizabeth and Ochsner Medical Center – Baton Rouge all earned an “A” grade from The Leapfrog Group for hospital safety. The designation reflects top performance on more than 30 quality and safety indicators.

EDUCATION

Franciscan Missionaries of Our Lady University hosted its annual Ethics Intensive Event for students earning the REACH Badge. The daylong session featured interactive

Jarreau

BATON ROUGE

SEPTEMBER 27, 2025

LADIES

TAYLOR BECH

AMELIE BERNHARD

RACHEL CANNON

SHYLA HIEBERT

DR. JAMES “JIMMY” CRAVEN

DAVID FLESHMAN

TERRENCE GINN

DR. KATHERINE “COCO” MARCEL

ALLIE MCALPIN

JENNIFER POE

DR. GUNJAN “GIGI” RAINA

KIARA WHITFIELD

LEIGH ZIMMERMAN

RYAN HAYNIE

BRANDON HOLLIE

BREAUX NADER

RAVI PATEL

CHIP ROBERT

AARON TARAVELLA

HAYNIE FAMILY FOUNDATION

case studies focused on Catholic health care ethics. The program helps students build critical thinking and decision-making skills.

EXPANSIONS RELOCATIONS

McGlinchey Stafford has opened a new, tech-forward office in downtown Baton Rouge, reaffirming its commitment to the region. The flexible workspace is designed to support hybrid work and client collaboration. The move consolidates the firm’s local operations and positions it for continued growth.

DDG has opened a new office in East Baton Rouge Parish, expanding its regional presence and capacity. The multidisciplinary firm offers engineering, architecture, environmental and planning services across multiple markets.

Lettermans relocated its print production facility to 525 Florida Ave. SW in Denham Springs. The new space offers improved workflow, faster turnaround and expanded production capacity for its signage and graphics solutions.

PHILANTHROPY GRANTS

Mary Bird Perkins Cancer Center received nearly $400,000 from the Gilead Foundation to support diversity in clinical trial participation. The grant funds will support a dedicated patient navigator, community outreach and a large-scale mural project in north Baton Rouge. The initiative aims to increase minority enrollment in breast cancer trials.

Louisiana Blue released its Community Partnerships Report, highlighting over 45,000 volunteer hours and $3.6 million in charitable support in 2024. The company’s employees and foundation partners delivered more than 14.5 million health-related services statewide.

REV recently awarded scholarships to seniors throughout its south Louisiana service area— eclipsing a $1 million milestone in 2025. In all, 247 graduating seniors have earned college-supporting scholarships from the local communications provider during the program’s 41-year legacy.

BANKING & FINANCE

Pelican State Credit Union has promoted Michael Morgan to chief information officer. Morgan has been with the credit union for 27 years and helped build its IT infrastructure from the ground up. His leadership has supported major systems upgrades and organizational growth. He will now oversee technology strategy as Pelican expands its member services.

EDUCATION

Dr. David Guzick has been named chief research officer of the LSU Enterprise. A former chancellor of LSU Health Shreveport, Guzick brings a background in academic medicine and institutional leadership. He will lead efforts to grow

LSU’s research portfolio, improve infrastructure and foster interdisciplinary collaboration. The role supports LSU’s goal to become a top 50 public research university.

HEALTH CARE

Mary Bird Perkins Cancer Center has named DeAnna Pastorchik as program manager for its Gonzales location. Pastorchik previously served as practice manager at the cancer center’s Baton Rouge General site and held regional leadership roles at the American Oncology Network. She will oversee daily operations, patient services and community outreach in Gonzales. The Ascension Parish native brings both local knowledge and industry experience to her new role.

From petrochemical manufacturers to tech innovators, Baton Rouge’s business ecosystem is complex, connected, and getting better every day. Built on the banks of the Mississippi River by a talented workforce brimming with tenacity—our region is poised for unprecedented growth.

MICHAEL MORGAN Pelican State Credit Union

DEANNA PASTORCHIK Mary Bird Perkins Cancer Center

JOHN LUSH Off The Hook Restaurants

leadership roles across the country, including most recently as CEO of the Greater Green Bay YMCA in Green Bay, Wisconsin. Elliott is expected to build on the organization’s strong legacy while growing its impact across the Capital Region.

Ochsner Health has added four orthopedic and sports medicine providers to its Baton Rouge network. Joseph Halphen, Lindsey Thompson, Patrick Arcement and Callie Amedee will provide services across facilities in Central, Prairieville, Denham Springs, Gonzales and The Grove. Their expertise spans spine care, joint injections, orthopedic surgery assistance and critical care.

HOSPITALITY

director of operations. The new executives bring extensive experience in scaling restaurant brands and enhancing operational efficiency. Their arrival comes as the Cajun seafood chain expands its footprint across Louisiana.

LAW

addition strengthens the firm’s litigation capabilities across the region.

NONPROFITS

Issue Date: July 2025 Ad proof #3

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

• AD WILL RUN AS IS unless approval or final revisions are received within 24 hrs from receipt of this proof. A shorter timeframe will apply for tight deadlines.

Off The Hook Restaurants has announced three key leadership appointments as part of its growth strategy. John Lush joins as COO; Bailey Richard as director of marketing, communications and compliance; and Randy Gross as

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

Jay O’Brien has joined Jones Walker LLP as a partner in the litigation practice group in Baton Rouge. His exertise includes complex commercial and regulatory litigation, representing clients in high-stakes cases involving energy, finance and government sectors. O’Brien has argued more than 100 federal and state appellate cases, having resolved billion-dollar class actions and multijurisdictional disputes. His

Sunnie Johnson-Lain has been named CEO of St. Vincent de Paul Baton Rouge. She brings nearly two decades of leadership experience with St. Vincent de Paul chapters in Dayton and Cincinnati, Ohio; and Ann Arbor., Michigan. Johnson-Lain succeeds longtime CEO Michael Acaldo, who now heads the national organization. She has overseen a range of programs, including workforce development, reentry services and large-scale outreach initiatives. Sean Elliott has been appointed president and CEO of the YMCA of the Capital Area. He brings more than 25 years of experience in YMCA

Landon Hester has been named executive director of the Baton Rouge Bar Association. Hester previously served the organization as communications coordinator and brings a background in strategic communications and nonprofit leadership. He most recently led outreach at the Center for Planning Excellence. In his new role, he will focus on member engagement, professional development and public service.

RETAIL

Associated Grocers Inc. has named David Politz as president and CEO. Politz has worked at the company since 1985, most recently serving as senior vice president and chief information officer. He leads an executive team with nearly 200 years of combined experience.

BAILEY RICHARD Off The Hook Restaurants RANDY GROSS Off The Hook Restaurants

JAY O’BRIEN Jones Walker LLP

SEAN ELLIOTT YMCA of the Capital Area

LANDON HESTER Baton Rouge Bar Association

DAVID POLITZ Associated Grocers Inc.

Owner, Octagon Media

“Painting and drawing have always been my creative escape—whether it’s acrylic, oil or color pencil, it allows me to reset and express myself in ways that the business world doesn’t always allow. It’s my way of unplugging and reconnecting with what inspires me.”